Managing Motivation

'Motivation' is derived from the word 'motive'. Motive refers to the needs, wants, drives, impulses within individuals. Motivation may be defined as the process of stimulating people to action, to Accomplish desired goats, ft involves arousing needs and desires in people to initiate and direct their behavior in a purposive manner. According to likert "it is the core of management which shows that every human being gives him a sense of worth in face-to-face groups which are most important to him. A supervisor should strive to treat individuals with dignity and recognition of their personal worth." According to S. P. Robbins, "Motivation is the willingness to exert high levels of effort toward organizational goals, conditioned by the effort and ability to satisfy some individual need." According to Dalton E. McFarLand, "Motivation refers to the way in which urges, drives, desires, aspirations, and strivings or needs direct, control or explain the behavior of human beings."

Model of Motivation Process

Motivation is a psychological phenomenon, which arises from the feeling of needs and wants of individuals. It causes goal directed behavior. Motivation can be described as the driving force within individuals that impels them to action. This driving force is produced by a state of tension, which exists as the result of an unfulfilled need. Individuals strive both consciously and subconsciously - to reduce this tension through behavior that they anticipate will fulfil! their needs and thus relieve them of the stress they feel. The specific goals they select and the patterns of action they undertake to achieve their goals are the results of individual thinking and learning. Figure 1 presents a model of the motivational process. It portrays motivation as a state of need induced tension that exerts a "push" on the individual to engage in behavior that he or she expects will gratify a need and thus reduce the tension.

Characteristics of Motivation
Motivation is a Psychological Phenomenon: The person's activation depends upon the felt needs and expectations. The process of motivation, which is mainly concerned with needs, desires, expectations, confidence, satisfaction, is a psychological phenomenon. The psychology of every individual is different from others and hence it is really difficult to ascertain in practice what devices and incentives will motivate a person towards desired goals. 2. Motivation is Dynamic and Situational: The motives, behavior and goals all are dynamic in nature what drive a person today may not drive him tomorrow. His needs, drives, expectations, value judgmental changing and hence the process of motivation is highly dynamic. Motivation is also situational. In a set of organizational climate, structure, physical facilities and nature of work, one may be highly motivated, but any change in them may have an adverse effect on his motivation.
1. 3) Motivation is Not Easily Observed Phenomenon: We can observe the actions of a person and then we try to interpret the actions which constitute his behavior in terms of his underlying motives and satisfaction. In this interpretation, there can be a widest-error of judgment.

4) Motivation is a Goal Oriented Process: The motives of a person drive him to achieve goat to relieve his tension.

5} Motivation is Influenced by Social and Cultural Norms: Social and cultural values, customs and attributes play important role in motivation. If society attaches respect, recognition and acceptance to a job or organization, the individual is motivated to that job or organization.

Nature of Motivation
Motivation is mainly concerned with the directing of employees towards organizational objectives and mission. The nature of motivation is discussed as follows: 1) Motivation is a Continuous Process: As we have studied in economics, human wants are unlimited. It is said that, 'Even' God cannot satisfy all human wants. With the satisfaction of one want, another want preferably of the higher order is created. Thus, new wants emerge when the present wants-are satisfied. Further, all the wants cannot be satisfied at the same time. Wants are to be satisfied one after another continuously. Hence, motivation is also a continuous and an unending process. 2) Motivation is a Psychological Concept: Motivation is concerned with the psychological aspects of the human being. The levels of satisfaction, contentment, etc. by using the same reward/incentive vary from person to person. This is due to variations in aspirations, attitudes, feelings and perceptions of the individuals. Thus, motivation is reaction of the organs of the human body to the inducements/incentives offered. 3) Entire individual is Motivated: As stated earlier, motivation is a psychological concept interacting with the total organs of an individual. Further, each individual is an integrated and comprehensive system. The entire system of an individual reacts to the motivation, thus, the entire individual is motivated. 4) Frustrated Individual Fails to be motivated: Some individuals are frustrated despite of the rewards due to the wide gap between his/her aspirations and rewards. Some of the frustrated persons become mentally ill and these persons cannot be motivated. 5) Goals Lead to Motivation: Goals form a part of the motivational process. Goal achievement results in the satisfaction of want. Goal fulfillment leads to reduction of drives and fulfills deficiencies. Thus goal achievement ends the motivation process. 6) Self-Concept as a Unifying Force: Self-concept is the life position of a person that he formulates about himself during his childhood. He thinks himself in the same way during his lifetime until and unless a major change takes place in the rest of the life time. Therefore, those who formulated a positive view about themselves during the childhood will be motivated by themselves in the rest of the life time. And the vice versa is true in case of negative self-concept.

Importance of Motivation
The importance of motivation arises from its effects on organizational functions: 1) Motivation Sets in Motion the Action of People: In every organization there are physical, financial and human resources. The utilization of physical and financial resources depends on the ability and willingness of people to work. Motivation puts human resources into action. Motivation builds the will to work among employees and enables the management to secure the, best possible utilization of all resources. 2) Motivation improves the Efficiency of Work Performance: Motivation influences the level of performance of employees, which depends not only on individual's abilities but also on his willingness to achieve a high level of performance. Motivation bridges the gap between the ability to work and willingness to work. Thus, it helps in increasing productivity, reducing the cost of operations and securing overall efficiency. 3) Ensures Achievement of Organizational Goals: Management can achieve the goals effectively by motivating subordinates to contribute their best efforts towards the fulfillment of the assigned tasks. If people are not motivated, no purpose can be served by planning, organizing and staffing functions. By meeting individual needs through a satisfactory system or rewards, the management can secure the cooperation of subordinates towards the accomplishment of organizational goals. 4} Motivation Creates Friendly and Supportive Relationships: Motivation brings about employee satisfaction through monetary rewards, recognition of efficient work and promotional opportunities. Hence, it leads to cordial and friendly relationship between the employer and the employees. Industrial disputes are reduced and there is high morale. Effective motivation helps management to overcome resistance to change. Motivated employees support all changes that are in the organizational interest as they identify their own advancement with the prosperity of the enterprise.

5) Motivation Leads to the Stability in the Work Force: Motivation creates confidence in the subordinates and secures their loyalty to the organization. The rate of absenteeism and turnover is reduced. This results in maintaining a stable work force. The skill and experience of employees continue to be available to the advantage of the organization as well as the employees. The organization thereby builds a better image and is able to attract qualified and competent people. 6) Acceptance of Organizational Changes; Organizations are created in the society. Because of changes in the society - changes in technology, value system, etc. Organization has to incorporate those changes to cope up with the requirement of the time. When these changes are introduced in the organization, there is a tendency to resist these changes by the employees. However, if they are properly motivated, they accept, introduce, and implement these changes keeping the organization on the right track of progress.

Types of Motivation
.Motivation may be classified on various bases: 1) Positive versus Negative Motivation: People are said to be motivated positively when they are shown a reward and the way to achieve it. Such reward .may be, financial or non-financial. Monetary motivation may include different incentives, wage plans, productive bonus schemes, etc. Non-monetary motivation may include praise for the work, participation in management, social recognition, etc. Monetary incentives provide the worker a better standard of life while non-monetary incentives satisfy the ego of a man. Positive motivation seeks to create an optimistic atmosphere in the enterprise. Positive motivation involves identifying employee potentialities and makes him realize the possible result by achieving his potentialities. Positive motivation can be referred as 'Anjaneya type of motivation' in Ramayana. ' One can get the desired work done by installing fear in the minds of people. In this method of motivation, fear of consequences of doing something or not doing something keeps the worker in the desired direction. This method has got several limitations. Fear creates frustration, a hostile state of mind and an unfavorable attitude towards the job which hinders efficiency and productivity. So the use of it should be kept to its minimum. 2} Rational Versus Emotional Motivation: Consumer behaviorists have also made a distinction between 'rational motives' and 'emotional (or non-rational) motives'. Traditionally the term rationality is associated with persons who carefully weigh the pros & cons of all the alternatives and then choose the one that gives them the greatest utility. In the marketing context we can say that consumers who are 'rational' will select the goals after ascertaining various objective criteria such as size, weight, price, etc. As against this emotional motive are those goals, which are selected on the basis of emotion's involvement. Usually such goals are selected purely on personal or subjective criteria such as desire for recognition of status, fear, pride, esteem, love, etc. 3) Primary Motivation vs. Secondary Motivation: Many motivation drives and motives are unknown to the individual, although they exist in them and motivate them indirectly. Since these drives and motives are physically attached to people, they are known as primary motivations. They are biological, and the word primary does not mean that these motives take precedence over other motives. Primary motivations are basically related, to human needs for psychological satisfaction. Primary motivations are unlearned and natural, relating to physiological needs. Primary motivation may be of general types which are naturally felt by the individual. They are competence motives, curiosity and affection. These primary motivational drives use manipulation and activity to achieve satisfaction. Satisfaction here means the fulfillment of basic human needs. Secondary motivation is learned whereas primary drives are unlearned and are as natural as feelings of thirst, hunger, etc. Secondary motives are learned and realized as a result of development. As human beings develop and learn many new ways of satisfaction and comfort, secondary motives crop up, which prevail in a cultured and educated society? -Secondary motives do not remain secondary in a developed organization; rather they become essential for moving the activities of educated people. They become prime movers of developed people, because it is natural to feel these needs. Many authors have emphasized the separation of secondary motivation from primary motivation to retain the identity of each. Secondary motives are always learned. They are achievement motivation, affiliation motivation and power motivation. 4) Financial and Non-Financial Motivation/incentives: The term 'incentive means an inducement, which rouses or stimulates one to action in a desired direction. An incentive has a motivational power; it influences the decisions of individuals on putting in efforts towards tasks performance. In modern organizations, a large variety of incentives are used to motivate the people. These incentives may be broadly grouped into:
1

1.

2.

Financial or Pecuniary Incentives: The financial incentives are monetary in natures as they involve flow of money from the organization to its staff. The examples of pecuniary benefits are wages, salaries, allowances, bonus, fringe benefits, etc. Non-Financial Incentives: Non-financial incentives do not involve much financial commitments on the part of the organization. They do not add to the money income of those who .receive them. They take the form of job enrichment, participative management, praise, opportunity for growth, etc.

Managing Motivation to Influence Interpersonal Communication

Interpersonal communication is a communication between two persons. Part of your mind (some call it the Superior ego) tends to evaluate you and interferes with the way you present yourself. If that part is dissatisfied and disturbed, it will condemn "You" and will taint your output with that condemnation, i.e., it will add negativity to the way you present yourself in the interpersonal communication.

Interpersonal Effects of Social Rewards and Reinforces

A range of outcomes tend to be associated with social rewards and reinforces. Following are the main functions of reinforcement during interpersonal encounters: 1) Promoting interaction and maintaining relationships, 2) Increasing the involvement of the interactive partner, 3) Influencing the nature and content of the contribution of the other person, 4) Demonstrating a genuine interest in the ideas, thoughts and feelings of the other, 5) Making interaction interesting and enjoyable, 6) Creating an impression of Warmth and understanding, 7) Increasing the social attractiveness of the source of rewards, 8} Improving the confidence and self-esteem of the recipient, 9) * Manifesting power.

Interpersonal Relationships
Interpersonal relationship refers to the relationships that exist among people. Interpersonal competence refers to the degree to which one is accurately aware of his impact on others and of the impact of others on him. It is a person's ability to engage in any mutually helpful relationship. A manager's role in an organization can be viewed as a central role surrounded by at least three types of roles: superiors, colleagues, and subordinates.

Besides, these three types of role, he may have to interact with a lot of other people of different positions: consumers, suppliers, people from regulatory agencies, general public, etc. Interactions with different interest groups demand different types' of specific skills and competencies. Possession and understanding of these skills may not guarantee successful human relations, but it can increase one's interpersonal sensitivity and help, to take appropriate action to improve relationships. But any attempt to improve interpersonal competence must begin with knowing oneself more accurately i.e., Self Concept. It refers to the attitude a person has towards himself or herself. A person's self-concept is a reflection of all his past experiences with other persons and includes characteristics that distinguish him from others.

Developing Interpersonal Relationship:

Developing good and enduring relationship with others requires patience, time and effort. Thus, the development of successful relationships takes time. Developing interpersonal relationship involves four stages: Forming First impression: First impression, though inaccurate, are lasting impressions. Initial impressions do not guarantee'-long-term relationships but they are essential for entering into enduring relationships with others. First impressions are lasting because they influence the way in which people see subsequent data about the perceived object or person. So, whether or not first impressions are correct, it is important for us to make favorable impressions on other people. This is especially important in case of job interviews. Developing Mutual Expectation: When people are mutually impressed, they are more likely to enter into a long-term relationship. When this happens, they develop certain expectations about each other. In work organizations, managers may expect new employees to be competent, productive, reliable and loyal and to conform to organizational norms. New employees, on the other hand, expect their superiors to be fair, supportive and considerate of their needs. Unless both the parties develop realistic expectations, the relationship becomes superficial and less meaningful. The process of working out mutual expectations involves a series of exchanges and adjustments to each other's expectations, A-set of mutual expectations that is worked out and understood by the parties is called a psychological contract. (An effective interpersonal relationship cannot develop and be maintained unless the participants are willing to honor their psychological contracts.) Honoring Psychological Contract: Each party expects the other to be faithful in the relationship not to take arbitrary actions and to be honest with him/her. There will, of course, be times when some of these expectations cannot be fuliy satisfied. But, when this happens, each party must reassure that the other is acting in good faith. Developing Trusts and Influence: The result of meeting the psychological contract is an increased level of trust and influence. When the parties to the contract try to fulfill each .other's expectations, the relationship produces mutual trust and favorable sentiments. The more satisfactory the association becomes, the greater the influence the parties have on each other. Since the relationship is fulfilling, the parties will continue to rely on it to satisfy their needs. This dependency permits them to exert influence on each other.

Perception
Human beings are constantly attacked by numerous sensory stimulations including noise, sight, smell, taste etc, The critical question in the study of perception is why the same universe is viewed differently by different persons? The answer is the perception. Different people perceive the universe differently. .- . Perception is the process through which the information from outside environment is selected, received, organized and interpreted to make it meaningful to us. Perception is the process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment According to Kolasa, "Perception is selection and organization of material which -stems from the outside environment at one time or the other to provide the meaningful entity we experience." According to S.P. Robbins, "Perception may be defined as a process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment." According to Joseph Reitz, "Perception includes all those processes by which an individual receives information about his environment - seeing, hearing, feeling, tasting, and smelling." Nature / Features of Perception : From the above discussion, we can identify the features of perception as follows: i) Perception is the intellectual process through which a person selects the data from the environment, organizes it, and obtains meaning from it. ii) Perception is a basic cognitive or psychological process. The manner in which a person perceives the environment affects his behavior. Thus, people's actions, emotions, thoughts, or feelings are triggered by the perception of their surroundings. iii) Perception is a subjective process and different peopl may perceiv the same environmental event differently based on what particular aspects of the situation they choose to absorb, how they organize this information, and the manner in which they interpret it to obtain the understanding of the situation.

Importance of Perception
1) Perception is very important in understanding the human behavior, because every person perceives the world and approaches the life problems differently. Whatever we see or feel is not necessarily the same as it really is. It is because what we hear is not what is really said, but what we perceive as being said. When we buy something, it is not because it is the best, but because we take it to be the best. Thus, it is because of perception, we can find out why one individual finds a job satisfying whiie another one may not be satisfied with it. 2) If people behave on the basis of their percepti on, we can predi ct their behavi or in the changed circumstances by understanding their present perception of the environment. One person may be viewing the facts in one way which may be different from the facts as seen by another viewer. 3) with the help of perception, the needs of various people can be determined, because people's perception is influenced by their needs. Like the mirrors at an amusement park, they distort the world in relation to their tensions. 4) Perception is very important for the manager who wants to avoid making errors when dealing with people and events in. the work setting. This problem is made more complicated by the fact that different people perceive the same situation differently. In order to deal with the subordinates effectively, the managers must understand their perceptions properly. Thus, for understanding the human behavior, it is very important to understand their perception, that is, how they perceive the different situations. People's behavior is based on their perceptions of what reality is, not on reality itself. The world as it is perceived is the world that is important for understanding the human behavior.

Components of Perception
Perception is a process of sensory organs. The mind gets information through the five sense organs, viz., the eyes, ears, nose, tongue and skin. The stimulation coming to these organs may be through action, written messages, oral communication, odor, taste, touch of the product and people. The perception starts with the awareness of these stimuli. Recognizing these stimuli takes place only after paying attention to {hem. These messages are then translated into action and behavior.

EM O TION A L IN TE LLIG EN C E Emotion can override our thoughts and profoundly influence our behavior. Developing emotional intelligence skills helps us recognize, contain and effectively communicate our emotions, as well as recognize the emotions of other people. These abilities have been proven to surpass high cognitive intelligence (IQ) in predicting success in all types of relationships, at home, at work and in all other areas of cur lives. Importance of Emotional Intelligence Emotion can override our thoughts and profoundly influence our behavior. Developing emotional intelligence skills helps us recognize, contain, and effectively communicate our emotions, as well as recognize the emotions of other people. These abilities have been proven to surpass high cognitive intelligence (IQ) in predicting success in all types of relationships, at home, at work, and in all other areas of our lives.

Role of Emotions in interpersonal Communication

Early views of non-verbal emotional expressions as largely beneficial and indicative of an individual's internal states rather than social in nature have given way to a recognition that displays of emotions are both highly communicative and intended for reception by others. Some emotional expressions are displayed solely in public situations, they cannot be simply expressions of internal emotional states, but rather must be forms of interpersonal communication. The following roles are played by emotions during the course of Interpersonal Communication: 1) The interpersonal roles of emotion, such as communication of internal mental states and behavioral intent, help improve human-machine interaction by enhancing the synthetic agent's realism and believability. 2) The integration of emotions into purely cognitive architectures also enables affective expressiveness and behavioral variability that begins to resemble human behavior and thus enhances agent realism and beiievability, thereby promotion more engaging human-machine interactions. 3) Models of the interpersonal role of emotions are particularly critical in organizational modeling, in which explicit models of social interactions must be represented. Augmenting purely cognitive architectures and models with emotion also enables more accurate and realistic modeling of users in a variety of training and tutoring applications. 4) Some researchers {e.g., Fischer and Tagney, have gone so far as to 'suggest that emotions function as organizational structures that give rise to social, scripts that, in turn, produce particular communicative actions on the part of both senders and receivers. 5) Emotions and emotional messages do riot occur within a vacuum - they are frequently situated within dynamic sequences of interpersonal behavior and interaction. 6) Individuals bring their emotions with them into interactions, and these emotions not only affect how they behave toward others, but also how others behave towards them. 7} Moreover, an individual's emotional state may be changed through interaction. For this reason, skill at encoding, decoding, and managing emotions is of utmost importance.