Mgt200- Organisational behaviour

MPHO PHATSHWANE
KELEBOGILE MAROPE 201208900
MELEBO MOOKETSI
SALALENNA KEDIKILWE 2012O2198

INTRODUCTION
Correlation of performance and motivation in organisations
It is often the case that we find ourselves faced with a predicament of undertaking rigorous
tasks which in most cases ,we would not undertake had we other choices availed to us.
However we almost always ultimately complete these tasks regardless of the toil or rigour
that comes attached to them. What then propels us to carry on despite the unpleasant nature
of these tasks? The answer to that is motivation. Motivation in the Business dictionary is
defined as internal and external factors that stimulate desire and energy in people to be
continually interested and committed to a job, role, or to make an effort to attain a goal. The
business dictionary further goes on to say that, motivation can emanate from one of three
factors which are inclusive of

Intensity of desire or need to achieve the set goal

Incentive or reward value of the goal

Expectation of the individual

Research carried out by various scholars bares testimony to the fact that motivation is the
driving force behind heightened levels of performance in organisations or in life generally.
That is to say, motivation plays a pivotal or catalytic role in enhancing performance at the
workplace ,motivation , that is the right motivation for the right employee will see the
organisation as a whole not only achieving set goals, but achieving them much more
diligently and impeccably.
The other variable of interest in this topic is performance. Performance in laymans terms is
doing. The business dictionary however defines it as the accomplishment of a given task
measured against pre-set known standards of accuracy, completeness, cost and speed. In a
contract, performance is deemed to be fulfilment of an obligation, in a manner that releases
the performer from all liabilities under the contract .Therefore, it is safe to say that employee
motivation and performance are somewhat semi interdependent forces at the workplace and
with this project we aim to bring to light the true nature of the relationship between
motivation and performance in organisations.
Some of the objectives we seek to address with this project are to find out;

If Is money enough to motivate employees?

Between the traditional and contemporary methods of motivation, which are more
effective?

What employee motivation strategies are adopted by companies operating in

Botswana?

Besides monetary means, which other forms of motivation are practiced in

organisations?

Who is responsible for motivating employees in an organisation?

Keeping employees motivated, satisfied and at peak performance has always been a
challenge to management and as such many people have done studies and come up with
theories to explain how and why managers should motivate their employees. Motivation
theories are classified into two categories being; contemporary theories and traditional
theories. Contemporary motivation theories are these
theories have the following assumptions:
a) Prescription-tell manager what to do in terms of motivating employees examples include
Hawthorne human relations and McGregors Y theories ( personnel mgt theory). These
theories in a nut shell break down or instruct management on how to tackle motivation
issues, theory Y suggests that managers should consult subordinates before making final
decisions. (personel) states that these are usually tried on trial and error basis.
b) Content- these are assumed to focus more on what causes the occurrence of behaviour
and also what makes behaviour stop_(personnel), such includes needs and desires of
employees. Examples of theories under these assumptions include: Marslows needs
hierarchy, the two factor theory and McCellas needs for achievement.
c) Process theory- based on how behaviour originates and id perfomed(personnel).
Example, behaviourist model
d) Cognitive theory - based on thinking and feelings of individuals( personel). Example.
Vrooms expectancy theory.
Traditional theories,these are based on the human relations approach. These theories assume
that personnel is primarily and economically motivated desire job security and good working
conditons.(personel). Examples of theories in the category include theory x. As long as
employees are satisfied with their salaries/wages, have job security and good working
conditions they will be motivated however research has discredited these assumptions
(personel).
Motivation can also be classified into two other types; extrinsic and intrinsic motivation.
Intrinsic motivation factors are internal rewards that occur at the time of work(mpho). Doing
the activity makes employees feel good and so the activity id done for its sake, as employees
are self-motivated.
Extrinsic motivation,motivation that is not directly derived from work performance but other
work related aspects such as pensin plans(mpho). Extrinsic motivation is usually used by a 3rd
partie.
Theories of motivation explained:
1 Abraham Marslows hierarchy of needs- Marslow proposed that people are motivated by a
predictable five step hierarchy of needs. His message was people always have needs and once
one need is satisfied others emerge (mpho). This theory includes:

I.

II.

III.

IV.

V.

Physiological needs these are needs based on physical drive e.g. food, water and
shelter. Fulfilment of these low level needs enables the individual to survive and
nothing else is as important as these.
Safety needs; this is concerned with safety from elements, enemies and other threats.
Unemployment assistance is a safety net for those in between jobs. Insurance also
helps fulfil safety needs.
Social Needs- this is powerful motivation of human behaviour. People typically strive
hard to achieve a sense of belongingness with their surroundings. At this level people
are satisfying their needs for love, affection, the sense of belonging.
Esteem needs- people who are comfortable with themselves as worthwhile are said to
possess high self-esteem. Self-respect is the key to esteem needs, much of our self
respect and esteem comes from acceptance and respect by others. It is important for
those who are expected to help achieve organisation goals to have their esteem needs
relatively wee fulfilled. It must however be noted that esteem needs cannot emerge
before lower level needs are fully attended to.
Self-actualisation needs- Maslow pointed out that( cudnt see Mpho/Bonnies hand
writing) please edit.

Taylors Theory
The theory sates most workers are solely motivated by the pay they receive for the work they
do. He postulated that most workers do not enjoy work, they do an only perform given the
direct reward of monetary payment.
This theory failed the workplace when adopted Henry Ford and other industrialists
employees were disgruntled and production halted as employees went on strikes.
McGregors theory X and Y
Theory X
Management view that assumes workers generally dislike work and must be forced to do
their jobs.
Theory Y
Management view that assumes workers like to work and under proper conditions, employees
will seek responsibility to satisfy social, esteem, and self-actualization needs.
Frederick Her

FINDINGS OF INTERVIEW
An interview was carried out.The organisation was Debswana
RESEARCH QUESTIONS
1.IS MONEY ENOUGH TO MOTIVATE EMPLOYEES
2. AT WHICH LEVELS OR EMPLOYEE POSITIONS IS MONEY LIKELY TO BE THE
MOST AND LEAST EFFECTIVE AS A MOTIVATION FACILITATOR?
3. CAN THE SAME MOTIVATION STRATERGY EQUALLY ENHANCE EMPLOYEE
PERFOMANCE ACROSS THE BOARD?
4. BESIDES MONETARY MEANS WHICH OTHER FORMS OF MOTIVATION DO
YOU HAVE IN PLACE IN YOUR ORGANISATION
5. ACCORDING TO YOUR OWN OBSERVATION DOES MOTIVATING EMPLOYEES
IMPROVE THEIR PRODUCTIVITY AT THE WORKPLACE?
6. WHO IS RESPONSIBLE FOR KEEPING MORALE HIGH OR MOTIVATING
EMPLOYEES IN YOUR ORGANISATION?
7. DOES YOUR ORGANISATIONS HAVE PERFOMANCE ENHANCING PRACISES IN
PLACE? IS THERE AN ESTABLISHED LINK BETWEEN THOSE PRACTISES AND
THE QUALITY OF WORK PRESENTED BY EMPLOYEES