Bone of Contention

NATURE, THEORIES AND APPLICATION OF
A very significant factor in the efficient performance and retention of personnel is their motivation and its strength.
The dynamic of behavior is a very challenging area to unravel and, if properly understood, can form the basis of morale building and development, in turn, results in job satisfaction and high productivity.
Definition
Motivation
- intrinsic inducement that propels an individual to think, feel and perform in certain ways
- is internalized; determinant of work behavior
Nature
Motivation - predicated on needs and values of an individual that direct behavior towards goals
Motivation is difficult and sometimes impossible to decipher and to quantify.
Man's behavior can be predicated up to a certain extent only.
Motivation is strongly influenced by needs and values.
Needs - basic components in our life we cannot do without
Values - life's artifacts that we prize and cherish most.
The need to maintain smooth interpersonal relationships (SIR) and to be one with the group makes a Filipino worker less open and assertive; "beats around the bush", uses euphemisms, the very opposite of some of his foreign counterparts whom he describes as "brutally frank". Filipino strongly tends to be more "groupistic" than "individualistic"; expected to relate well with others while working in a group.
Certain types of human behavior which may not have specific goals behavior may result in something other than or in addition to fulfillment
Behavior may have an "effect" other than that which was intended.
Management should endeavor to know and understand his underlying need and value system. "to command the right kind of loyalty you have to make the needs of the people paramount, not the needs of the organization. If you can meet the needs of the people, you will indeed meet the needs of the organization" - Mr. McColough of Xerox Corporation
Theories of Motivation extremely difficult to study the motivational process since we can examine the actual behavior of the individual process leading to behavior is largely internal to the person

1. The economic man early 1900; Frederick Taylor, father of scientific management man worked to fulfill his economic needs long and hard work comes high pay to take care of his material and physiological needs more profits for the organization can be realized by increasing the productivity of the worker
2. The social man
1930's; by Rotchlisberger and Mayo at Hawthrone plant of the Western Electic Company man is largely gratified in a social milieu craves for affiliation and communion with his fellow workers with a group that he develops himself and performs more work group; stronger motivator than expected
3. The complex man posited by Maslow man's needs fall into a hierarchy of relative prepotency. needs range from the basic physiological to the most intricate psychological state of self-realization. need ceases to be potent when it is met and man strives to satisfy the next rung of needs
4. The motivated man
Herzberg found out from his Pittsburgh studies individual workers have two different categories of needs essentially independent of each other but affect behavior in different ways hygiene factors produce no real growth in the worker's motivation and output; their absence makes him dissatisfied real satisfying factors primarily, motivators; absence only rarely leads to dissatisfaction
5. The Three-Tiered Satisfied Man postulated by Alderfer needs progressing from existence to relatedness and last of growth (ERG) most basic of man exist at the same level as that of Maslow's physiological needs and Herzberg's hygiene factors individual develops as he communes and affiliates with others as he grows more psychologically in a safe and secure environment second stage is congruent with the safety, security, social and ego need level of Maslow and part of Herzberg's motivators third and ultimate set of needs is growth which is congruent with Maslow's self-fulfillment need and the greater part of the motivators stratum of Herzberg
6. The achiever postulated by McClelland with his achievement motivation theory people with high need to achieve do achieve more than those with low need and with no need at all high need to achieve if they can influence the outcome and prefor to work on a problem rather than leave the outcome to chance concerned with personal accomplishment rather than rewards of success; how to do things better achievement-oriented individuals do not always make the best managers need to achieve can be developed
7. The expectant man first developed by Vroom in 1964 but the model is based on four assumptions as laid out by Lawler
1. Individuals, preferences for various outcomes (goals are potentially desirable)
2. Individuals have expectancies; action on their part will lead to satisfactory performance
3. People have certain instrumentalities (probabilities); will lead to the attainment of desirable outcome
4. Action a person chooses to take is determined by the expectancies, instrumentalities and preferences
An expectancy model worker's goals which may either be extrinsic or intrinsic outcomes or both workers perceived competence to do a job well and the equitable reward which he considers fair and just
Instrumentalities consist of effort and ability; be determined by the worker's perception; rewards will be received in relation to the level of performance instrinsic outcomes, motivates him to put more effort and make use of his ability
"motivation is much more about expectations than satisfaction"
"it represents the most comprehensive valid and useful approach to understanding motivation" gives management strong reason for good screening of work applicants, discuss openly their abilities, skills, motivations and expectations
8. The managed man
Douglas McGregor manager's assumptions and their consequent operationalization largely define his style of managing them
"a manager's effectiveness is a function of such assumption; his leadership behavior will be crucially affected by them
Theory X, closed, autocratic management style while Theory Y, open and participative
Theory X should be confused with "hard" management and Theory Y with "soft" management
-Y positive qualities; responsible for their rewards and punishment (Externals); rewards and punishment are controlled by what they do (Internals)

9. The learning-reinforced man man learns from his environment and greater control of this environment improves his development
Skinner and other behaviorist deny the idea of instinct and the importance of motivation "Instinct and drive are fictitious things put inside so that a person behaves in certain ways" concentrates on observed behavior, using goals or rewards external to the person to modify and shape behavior by rewards continues whereas unreinforced behavior ceases behavior is controlled by its immediate consequences operant conditioning theory, modifying behavior; behavior modification theory utilizes positive reinforcement upon the occurrence of a desired response individual is exposed to the same reinforcing stimulus until the same response is repeated and thus develops in him the habit of responding favorably learning takes place through reinforcement results, do not fit nearly under a certain category to reinforce
An Integrated Model of Motivation It is possible to become entrapped in the intricacies of human behavior and it is easy to go astray in a maze of theories. no complete theories of motivation; no one theory on which all managers and workers agree relevant parts of the above-mentioned theories is made to offer an overall framework for considering motivation in organization. no means a plug-in package nor a neat one which by its simplicity, may leave something out neither is the model a closed one; otherwise, it withers on the vine
Indicates that job-related motivation is a result of five factors individual and organization variables are affected by external environment variables
Fiscal and monetary policies may either encourage or demotivate organizations
Integrated model of motivation