Introduction
Successful business plans frequently begin by establishing an efficient and productive workforce, and the method in which work at a firm can be maximized to ascertain workers fulfill their assigned duties. As such, in every organization, worker motivation is an essential aspect of personnel management (Mishra, 2017). In that case, it increases morale and assists employees in advancing their abilities and boosting their spirits and self-confidence so that they can participate more successfully in the establishment’s targets. As a workforce development strategy, motivation transforms people into fixed assets and inspires them to do their best work. Therefore, regular employee motivation prepares people for unexpected shifts in the actual and hard world. Generally, an organization’s chief key to success is the motivation factor within its culture, and a deficit within its facet will ultimately lead to undesirable outcomes in management.
Summary of Motivation
In management, motivation relates to enthusiasm, drive, and optimism, and it reflects the desire to perform responsibilities in pursuit of corporate goals. It is basically an energizing force that encourages individuals to do their best. As such, Paais and Pattiruhu (2020) emphasized that leaders with strong motivating abilities inspire and persuade followers to pursue a certain path of action in order to accomplish targeted goals and objectives. Developing an inspiring strategy to inspire team members to pursue shared goals is required to motivate personnel. A motivated workforce is advantageous to any firm due to the fact that it increases the likelihood of accomplishing operational, financial, and strategic objectives seamlessly. At the same time, highly motivated personnel are essential to the success of a firm since they provide enormous benefits to businesses in selling the image of the organization positively. As an impact, this ultimately results in increased sales, increased revenue creation, and enhanced profitability. Therefore, to encourage workers, it is prudent for management to staff members the chance to fulfill their demands. In this situation, motivation is a potent instrument that encourages people to act and operate in the desired way in order to satisfy their requirements and accomplish company goals.
The Nature of Motivation
Motivation may be described as the psychological factors that govern an individual’s conduct in a company, amount of endeavor, and tenacity in the face of adversity. Moreover, it is essential to management since it describes why individuals act as they do in companies. Further, motivation may originate from either intrinsic or extrinsic factors. Thus, intrinsically motivated action is a procedure that is done for its own sake; the motivational source is the exact act of executing the conduct, and motivation is derived from the process of completing the task (Jones & George, 2016). Most administrators are intrinsically driven; they obtain a feeling of satisfaction from assisting the firm in achieving its objectives and gaining a competitive edge (Jones & George, 2016). This applies in management in that those who are fascinating and difficult are much more inclined to stimulate intrinsic motivation than monotonous tasks or do not utilize a person’s abilities and skills. Henceforth, motivation is derived from executing duties with the maximum passion for achieving goals.
On the same note, the motivation source for extrinsically inspired activity is the outcomes of conduct, not the behavior itself. In management, for example, a salesman is motivated by collecting a commission on every vehicle sold. Consequently, this salesman motivation stems from the repercussions people experience due to their job activities. People may be either intrinsically or extrinsically driven, or both. Thence, prominent management should obtain a feeling of satisfaction and performance from management. Those who seek to meet year-end goals to earn a substantial bonus are internally and extrinsically driven (Jones & George, 2016). Nonetheless, such drives rely on a range of variables such as character, nature of their jobs, and organizational culture that impact them to be productive.
Theories of Motivation in Management
There are several motivation theories in management that provide clarity into what drives an employee at work. This is because staff motivation is essential to the success of any organization. However, humans are inherently distinct, and not everyone reacts the same way to a given circumstance or environment. It is essential for firms to understand not just the many features of their personnel but also what motivates these personalities through motivation theories. In this way, some fundamental ideas of motivation are the theories of Expectancy, Equity, and Need theory (Maslow’s).
Expectancy Theory
A person’s assessment of the amount to which exertion results in a specific degree of accomplishment is their expectation. The extent of an individual’s expectations influences whether or not they feel that a significant amount of effort will lead to greater achievement. People are only driven to exert great effort in their tasks if they believe that doing so will result in a good performance or if they have high expectations (Jones & George, 2016). In this sense, members of an organization are only motivated to exert great effort if they believe that performing so will result in a competitive advantage. In other words, for individuals to be highly motivated, they must have high expectations. In order to affect motivation, managers must ensure that their employees think they can succeed if they exert sufficient effort. Managers may increase employees’ expectations by exhibiting confidence in their subordinates’ talents.
Need theory (Maslow’s Hierarchy)
Prior to attempting to meet higher-level wants, such as self-esteem requirements, Maslow claimed that people’s most fundamental needs must be satisfied first. Hence, the pyramid’s lowest level of unfulfilled requirements is the primary driver of conduct; after this level is fulfilled, activity is motivated by the needs at the second level in the hierarchy. However, Maslow’s theory underscored that to have motivated personnel; administrators must establish which needs workers are attempting to fulfill within their businesses (Jones & George, 2016). Thence, ensuring that people obtain rewards that meet those needs when they exceed expectations and boost the performance of the firm. In this way, managers link the needs of individual members with the company’s core objectives. By acting in the organization’s best interests, workers achieve results that meet their requirements.
Equity Theory
Equity theory is a concept of motivation that focuses on people’s judgments of the justice or proportionality of their job outputs in relation to their inputs. According to Jones and George (2016), it supports the expectation. It needs theories to concentrate on how individuals see the link between the results they get from their work and companies and the contributions they make. Equity theory emphasizes that comparative instead of overall results a person obtains and contributions are crucial in influencing motivation. Comparing one’s outcome–input ratio to that of a reference has a direct impact on motivation. The referent might be a group or another person considered to be comparable to oneself, or it could be oneself in former employment or one’s expectations about what outcome–input ratio would be achieved.
Objectives of Motivation in Management
Effective Communication
Communication via dialogue may be a really effective method for inspiring employees, in my view. The strategy may function well by scheduled training seminars, roundtable discussions, and conferences that develop the staff’s abilities and understanding. These well-planned communications acquaint employees with the goals, plans, and initiatives crucial to the sustainability of the firm (Islami et al., 2018). Through these meetings and talks, they also get an understanding of the importance of delivering quality outcomes or output, and their relationships with one another and the workforce strengthen.
Accountability and Teamwork
The distribution of tasks plays a crucial function in motivating employees; for instance, some staff regard the additional responsibilities supplied by managers as a means of enhancing their character and work-related perspectives. In addition, they become driven to be responsible for their groups, and each staff member pursues an extra challenge to enhance their effectiveness (Islami et al., 2018). Once employees have shown proficiency in a certain field, assigning them specific responsibilities will inspire and push them to work much harder. Similarly, cooperation may be an important part of worker motivation. It might be a fundamental strategy to boost an employee’s competency. Due to the fact that people have diverse areas of expertise, collecting information and experience from one another may be a powerful motivational driver.
Enhancing Job Satisfaction
Workers who have recourse to motivating drivers from their supervisors have an advantage over those in other businesses who strive out stressful working environments that lack motivational drivers. A company’s advancement plan for its employees demonstrates to them that they are valued in the workplace. In light of this, the supplied incentives are crucial in creating a conducive work environment where employees have access to motivation and individual desires that they would not realize (Islami et al., 2018). Consequently, those who feel valued and are given incentive opportunities may enjoy greater job contentment.
Imparts Competency in Workers
Employees with higher levels of motivation have higher levels of performance. This is because their level of efficiency increases as a result of their motivation, which means that they begin performing their jobs to the peak of their abilities while limiting time and resources as much as possible (Islami et al., 2018). This is because happy staff often innovate ideas to generate the most of the resources at their disposal. The capacity to work combined with a desire always results in increased productivity, but motivation may further bridge the gap between the two.
Conclusion
Overall, managers in businesses should consider creating better methods for motivating employees instead of only being harsh in their execution of roles and responsibilities. Furthermore, being rude to employees may lead to allegations from others who do not value motivation. As a consequence, there would be a set of greater negligent condemnation. In this sense, all participants in the workforce should be fully instructed on how to stimulate one another and given recommendations for forming a harmonious setting. Similarly, no employee should relinquish the role of stimulating one another without a manager’s knowledge, and this may be achieved via cooperation. Finally, the management can only achieve the profitability of labor if the employees have the mindset and morale to carry out their tasks and responsibilities; thus, both the organization and the workforce benefit from applying incentives.
References
Islami, X., Mulolli, E., & Mustafa, N. (2018). Using management by objectives as a performance appraisal tool for employee satisfaction. Future Business Journal, 4(1), 94-108. Web.
Jones, G. R., & George. J. M. (2016) Essentials of contemporary management (9th ed.) McGraw Hill Education
Mishra, P. (2017). Green human resource management: A framework for sustainable organizational development in an emerging economy. International Journal of Organizational Analysis, 25(5), 762-788. Web.
Paais, M., & Pattiruhu, J. R. (2020). Effect of motivation, leadership, and organizational culture on satisfaction and employee performance. The Journal of Asian Finance, Economics and Business, 7(8), 577–588. Web.