Assignment No.

Module Code: MN2001

Module Title: Management 1
Name of the [Lecturer/s]: Ms.Dilmini Gunawardana
Date of Submission: 14/05/2017

MOTIVATION

Name: A.P.E.N.Mendis
Student ID No.176655
Advanced Diploma
Level 1
Introduction
Motivation in workplace plays a major in the field of management. Managers see
motivation as an important part at all levels, while organizational researchers
see it as a main building block in the development of useful theories of effective
management practice. Certainly, the topic of motivation fills many of the
subfields that compose the study of management, including leadership, team,
performance management, managerial ethics, decision making, and
organizational change.
It is important that the managers in an organization learn and understand the
factors that determine positive motivation in the workplace. The size of the
business is unrelated: everyone needs some sort of motivation. Motivation is
something that is approached differently by different businesses and the
responsibility of its mixing lies with all immediate supervisors of staff. However,
it is the business owner who must initiate motivation as a strategy to attain
corporate goals. (Ball, n.d.)

Theories of Motivation
Maslow's Hierarchy of Needs Theory
According to Maslows Hierarchy of Needs Theory, human needs emerge in a
predictable system. At the bottom of the hierarchy are the most basic
physiological needs of shelter, food, drink, warmth and relief from pain. From
this, needs rise from safety and security, social needs and respect to the highest
that of self-actualization, or being everything that one is capable of becoming.
Hierarchy of Needs:
1. Physiological (hunger, thirst, sleep)
2. Safety (emotional and physical)
3. Social (sense of belonging, acceptance)
4. Self-esteem (recognition, status)
5. Self-actualization (fulfilment and personal growth)
Maslow argues that higher needs emerge as lower ones are satisfied, but that a
satisfied need does not necessarily satisfy behavior. Indeed, all employees have
material needs, and if these are fulfilled they will satisfy and motivate to a
certain extent, but personal needs and objectives then take over and play an
important role in motivation. (Theories of Motivation, n.d.)

The Hawthorne Effect

In the 1920s and 30s, Harvard professor George Elton Mayo directed a series of
experiments on human behavior at work at the Hawthorne Western Electric Plant
in Illinois. He began by exploring the effect of light on productivity and later
began to analyze the psychological aspects of work and their impact on
productivity. When separated into groups and allowed to build relationships with
their supervisors, personal motivation and output increased vividly, regardless of
the changes in working conditions that Mayo implemented. This was attributed
to the sense of belonging, value, self-esteem and recognition that people felt
when working in a social environment with a caring supervisor. The studies
revealed that people are motivated by much more than financial self-interest and
that motivation, generated when people feel valued and cared for, increases
productivity. (Theories of Motivation, n.d.)

Equity Theory
Equity Theory is based on the view of fairness and justice and how people form
insights of what this means. According to Adams, author of the theory, people
judge the fairness of their work condition by comparing the inputs that they
contribute to the outputs that they receive from their job.
Inputs are; Skills and experience, Effort, Loyalty, Personal sacrifice, Trust,
Working hours, Patience, Tolerance, Flexibility, Enthusiasm, Support of others.
Outputs are; financial reward and benefits, Praise, Recognition, Sense of
achievement, Status, Reputation, Responsibility, Respect, Trust, Security,
Personal development.
Where there is a balance between the two, people tend to be satisfied and
perform effectively. However, where people feel that their inputs far outweigh
the outputs they receive in return, motivation and productivity slumps. The
greater the perceived difference between the inputs and the outputs, the greater
the demotivation. This can result in reduced effort, a negative and disruptive
attitude, or, most drastically, resignation. (Theories of Motivation, n.d.)

How to Improve Employee Motivation in the Workplace

Organizations worldwide are struggling to meet production and service demands
knowing that these outcomes are directly dependent on the ability, commitment
and skill of a work force that is mainly disengaged. For as long as organizational
dynamics have been studied, at least in the past century, researchers have been
struggling to understand how the many aspects of human relations in the
workplace affect bottom-line performance. Organizations must consider the
nature of employee commitment, because this one variable is likely to predict an
organization's ability to achieve high results with productivity, profitability,
customer service, staff retention, and workplace safety.
Managers should keep employees engaged. They must establish a sincere sense
of caring about employees and what is important to them. Managers can help
employees refocus on the demands of their roles and on the skills, knowledge
and talents they bring to their jobs. The manager who takes time to discuss
employee strengths and how these can make a difference forges essential ties
and connections that lead to employee commitment.
Most of the times, having significant discussions that support commitment can
interfere the disengagement process. Great managers clearly define and
consistently communicate goals and objectives to their team and are always
asking ideas and feedback from them. And when a team member has a problem,
a great manager will keep the communication open, honest and direct, even
when communicating a difficult message members. (Ball, n.d.)
References

Ball, B. (n.d.). A summary of motivation theories. Retrieved from Yourcoach:

http://www.yourcoach.be/en/employee-motivation-ebook/
Theories of Motivation. (n.d.). Retrieved from elib:
http://www.elib.scot.nhs.uk>upload