'Organisational/Individual Environment Essay\r'

'The relationship between individuals and their take to the woodsplace is mostly determined by their pauperism, the driving force buns actions. Therefore want is defined as the attend that accounts for an individual’s intensity, direction and persistence of labour toward attaining a goal (Robins,). Research conducted in this battlefield has a subsequent effect on cargon styles. Motivation theories be basically divided in two basic categories. The earliest unmatchables foc used on content, what actually motivates pot, were fol junior-gradeed by dish theories where the focus is on the actual process of want.\r\nMaslow(1943) introduced the hierarchy of fatality penury sup bearing which is the most widely established theory and it still influences focussing today. Maslow suggested that people accept v kinds of inevitably namely physiological, pr until nowtive, love, esteem and self-actualisation. People atomic number 18 trying to satisfy them following an a scending coiffure. It is necessity to satisfy a lower ranked collect in effect to move to a laid-back ranked star. Maslow’s theory was been criticised as puny evidence was in support of that theory. Most people tend to be partially satisfied at each level and partially unsatisfied.\r\nIn earlier motivational research physiological needs were conjugated with currency. Gellerman suggested that security safety needs discount be provided through bang benefits and as life insurance. Taylor (1911) located great emphasis on coin and argued that motivation comes from economic needs. He also proposed that a erudition should be substantial for each element of a man’s spring. that research has sh avow that for low pay calculateers money is not a computable enough motivator. To what extend and how important depends clearly on ad hominem circumstances Taylor tried to eliminate clement mis jams at throw. Taylor’s theory still influences production lin es today. However in industry today workers ar seen as humans and emphasis is tump overn on their training and professional development. Smith (1999) conducted a excogitate in order to evaluate the strength of pecuniary incentives and the content of employment as motivators to work, in supportive staff in the NHS and Hotel and Leisure industry.\r\nIt was found that the rate of pay had very little influence on participants stemma expiation and subsequent work motivation despite the contrary belief of their line managers. This suggests miss of communication between focusing and staff and non-aw atomic number 18ness of their needs. educate opportunities did exist for ancillary staff exclusively in that respect was little in material bodyation on them. Farren recognised salry and fringe benefits as extrinsic motivation while as inalienable motivation when the individual has the opportunity to use his own ability and appreciation.\r\nMoney in the form of incentives is not an adequate motivator for people stock-still Hersey & axerophthol; Blanchard (1982) recognised the symbolic value of money as the buying power they back tooth set apart to individuals. In support of the abstract value of money McClelland suggested that there are four basic motives that driving individuals, achievement, power and affiliation and avoidance. It was observed that individuals, which are high achievers, prefer situations where they have personal responsibility for their comeance, mountain receive clear and unambiguous feedback and the task is of check up on task difficulty. In this theory money were seen as symbolising successful task performance and goal achievement [cited in Mullins(2002)].\r\nAs far as social affiliation needs are refer it is a mutual construeing that people bid to interact and be with freshly(prenominal)s in situation where they olfactory sensation comfortable. They tend to compose small informal groups in order to find support when they have no support over work. This bear result in reduction of productivity in which management cannot have falsify over. However when strategic goals are in accord with individual ones then those informal groups can work to the benefit of management. Managers are then invited to find ways to attract employees in sharing accomp whatsoever objectives. The need for esteem is associated with prestige and power that comes from the position that someone has or it can be personal. eventually Self-actualisation refers to competence and achievement.\r\nAlderler condensed Maslow’s five needs into trinity and came up with existence which refer to physiological and safety needs, relatedness which refer to love and ripenth which refer to the higher(prenominal) ranked needs esteem and self actualisation. He suggested that they form to a greater extent a continuum instead than world hierarchical in order. If gratification of needs at one level is blocked then management should be fo cused on satisfaction of needs at other levels.\r\nFollowing the same face of ranking of needs Harberg positive theory X and possibility Y. Herzberg (1959) conducted a conduct of 203 Accountants and Engineers where he asked them to draw situations where they felt good or bad well-nigh their jobs. Findings have shown that people were dissatisfied with their jobs when hygiene factors (extra-job factors) cor opposeing salary, interpersonal relationships, supervision, company policy, working conditions job security, spot and factors in personal life were not satisfied. However when there was the opportunity for growth people were exceedingly satisfied with their jobs itself, thus when motivators where in place. . It is noticeable the blow of satisfaction or dissatisfaction is not dissatisfaction or satisfaction consequently but simply lack of it. When hygiene factors are satisfied for ex deoxyadenosine monophosphatele it does not consider that workers will feel motivated. Thi s study was replicated with different groups as well and similar findings were found\r\nProcess theories that were developed later focus on the actual process of motivation. Hawthorne studies sponsored by Harvand University and directed by Elton Mayo signalled the need for management to study and understand relationships among people. It emphasised direction of autonomy, employee autonomy, trust and openness, interpersonal dynamics, and co-operation instead of competition (Reis & deoxyadenosine monophosphate;Pena, 2001).\r\nVroom(2000) has introduced the Expectancy theory. accord to that theory effort, performance, reward and personal goals are inter-linked and interdependent. People are influenced by the judge results of their actions. The pick of doings is based on forecast of most favourable consequences. To describe that nip of expect satisfaction out of a specific final result Vroom used the term ‘valence’. The cognitive Evaluation theory, which was develop ed subsequently, could be applied to jobs, which are neither dull nor interesting. Here what is important is self-efficacy not job satisfaction thus oscilloscope and achieving goals. In that process self generated feedback is a more ruling motivator.\r\nIn that process of setting up goals and achieving them Adams with the paleness Theory found that people tend to discriminate them selves with others and therefore concerned with mean(a) treatment [cited at Anderson, 2002]. For example employees compare the rewards and promotional opportunities that they have with other employees, which can result in feelings of disappointment when they observe their performance equal but the financial rewards unequal. As a result of feeling inequity individuals mogul falsify the inputs and outcomes or might even rack them cognitively. They might decide to leave the field or become aggressive and act on others unrelated to the subject of comparison. Finally they might decide to change the obj ect of comparison.\r\nThe individual thinks that he should be awarded in a certain way, what Porter and Lawler names sensed equitable reward. When the perceived equitable rewards are greater than the actual ones dissatisfaction occurs. That is a republic of mind sooner that a permanent condition. Farren suggests that when needs or expectations are hindered the individual can react with either a constructive behaviour or frustration. The outcomes of constructive behaviour leads to problem solving or restructuring while frustration can cause aggression, fixation, withdrawal or even dis situated aggression where the person in question is direct his aggression to a colleague other than the one who is the source of frustration.\r\nFollowing on from goal setting as a motivator Thomas has developed the theory of Intrinsic Motivation were emphasis was placed on the source of motivation. Individuals have a motivation, which stems from them selves rather than imposed by managers when a) th ey have the right of choice and can select form different activities b) can show competence, thus that they can skilfully perform the chosen tasks. This adds meaning fullness to the task and the feeling that a worthy task single-valued function is pee-peed. As individuals advance in achieving the task’s purpose they can demonstrate some progress [cited in Mullins, (2002)]\r\nDouglas McGregor(1960)made a major contribution to the tarradiddle of motivation theory with his Theory X and Theory Y. harmonise to theory X, which is the one traditionally followed by managers, most people prefer to be directed. They are not interested in assuming responsibility, what they need is safety. Managers structure, control and supervise external control appropriate for puerile workers. This theory is questioned because as we live in a democratic society, with an increasing level of education and regulation of living people must be commensurate of a more hop on behaviour. In Theory Y h owever it is suggested that people are not by nature lazy and unreliable but can be self-directed and creative if motivated. That creates an substantive task for management, which is to unleash this potential in individuals. right on motivated people can achieve their own goals best by directing their own efforts towards accomplishing organisational goals. Argyris(1993) was in support of that theory and argued that following bureaucratic or pyramidal values leads to poor, shallow and mistrustful relationships.\r\n humane and democratic values can nurture an milieu for trusting and authentic relationships. Argyris suggests that as people grow up and mature the same process take place at work. People develop from a stage of dependency upon others as infants to a state or relative independence as adults. Their interests are becoming deeper and stronger. Furthermore they move from being coadjutor to being equal or at a superior position. According to Argyris’ theoritical find ings management is challenged to provide a work climate where everybody has the chance to grow and mature as individuals while working for the success of the organisation.\r\nIn the 1980’s in America a new movement was to be initiated, Total Quality Management, which influenced management style of the two following decades greatly (Reis & Pena, 1999). It supported employee empowerment and decent treatment of people. by and by that movement the idea of re-engineering was due to influence management until today. According to that, work processes are re-thought and streamlined. Work satisfaction was to be enhanced by the creation of multi-skilled teams who real considerable responsibility. However as it was later be in times of recession re-engineering became the synonymous of curtailment in businesses. Management was more interested in cutting costs by reducing work force and not improving the work processes. According to Reis & Pena ‘Management forgot the empl oyee, the customer, and quality’ p. 673.\r\nAlternatively Reis & Pena suggest that managers should try and understand the people they work with and vice versa. The key here is to remove barriers to motivation. Rabey (2001) is monition us that there are some limits as to how much managers can motivate employees as they can only create the right purlieu for individuals to respond to motivation voluntary. Rabey continues by making some more practical suggestions about how to achieve that motivating environment in the piece of work at different stages of employees’ work history from selection to retention. At the stage of interview he suggests that the interviewers as well as the interviewee must have an honest approach and disclose any information about the company and the applicant accordingly so that to achieve the best match. According to Rabey surveys of employees in recent years have shown that a workplace should meet some certain standards in order to stimula te motivation.\r\nThese include goal setting, participation, recognition, and communication fair wages, training, teamwork and innovation. These preconditions for motivation are also included in the latest content theories, i.e Theory Y, Intrinsic Motivation, Expentacy Theory. Rabey goes one and defines the golden mean for a manager/leader. He reckons that a manager should be something between a manager where he manages and gets results from planning, control and compliance and a leader who leads and motivated followers choose to give commitment. Managers can play a unique portion in building trust and co-operation with employees, which is the foundation to success. Tietjen and Myers(1998) leave off that ‘it is the work itself that brings fulfilment and Maslow’s higher order of needs into being’p.231. For management this means that they are challenged to create the necessary conditions so that the fulfilment gained from doing the job is expected daily. In the l ines of effective interpersonal relationships at work Orpen (1997) found in a study that mentoring can improve motivation.\r\nMotivational research and organisational history suggests that management should adopt a more customer-focused style. During the in the end century research as well as management practice has moved from recognising as money incentives as the strongest motivator to placing emphasis on the employee and the intrinsic motivation that he has. The focus is now on the actual process of motivation and managers are called to create the necessary conditions in the workplace for their employees to achieve common company objectives. The ultimate goal is to have authorize workers, able to take an active role in the pursue of their career oriented goals and his objectives are in accordance with the ones shared by management.\r\nReferences\r\nAnderson, N. (Ed); O., Deniz S. (Ed); et-al. (2002). Handbook of industrial, work and organizational psychology, Volume 2: Organiza tional psychology. (pp. 53-76)\r\nArgyris,-Chris (1993) On Organisational Learning. Cambridge, MA, US: Blackwell Business/Blackwell Publishers.\r\nHesley, P. & Blanchard, K. (4th edition) Management of Organisational behavior: Utilising Human Resources\r\nMcGregor,-Douglas (1960) The human side of enterprise, New York, NY, US: McGraw-Hill.\r\nMullins (2002), Management and Organisational Behaviour, 6th Edition, Pearson Education, pp 418- 448\r\nOrpen, C. The Effects of formal mentoring on employee work motivation, organisational commitment and job performance in The Learning Organisation: An International Journal, 1997 Vol 4, No 2 pp. 53-60\r\nRabey G. B. Motivation is Response in Industrial and commercial Training, 2001 Vol. 33, No 1 pp.26-28\r\nRobins S. R. Organisational Behaviour (10th Edition) Pearson\r\nSmith, L. An Evaluation of programmes for staff motivation in NHS and hotel ancillary staff Facilities 1999, Vol 17, No 7/8 pp.264-271\r\nTietjen M. A. & Myers, R. M. Motivation and theorize Satisfaction in Management Decision 1998, Vol 36 No 4, pp. 226-231\r\nVroom,V. H. Leadership and the decision-making process. Organisational-Dynamics. 2000 Vol 28(4): 82-94\r\nBibliography\r\nWetherell M. (1996) Identities Groups and Social Issues Sage Publications: capital of the United Kingdom\r\n'