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There are two primary types of motivation... Intrinsic and Extrinsic Motivation. Extrinsic Motivation is geared toward external rewards and reinforcer's. Some examples of external rewards are money, praise, awards, etc. Some examples of external reinforcer's are policy and procedures, disciplinary action, speeding tickets, boundary-setting, etc. Extrinsic Motivation is said to be less effective because it comes from outside the person. External reinforcer's, for instance, are usually in the form of control. Laws are there for social control...Policies and procedures are there for internal controls and regulations... household rules are in place to provide limits and consequence for stepping over the line. People don't usually like to feel controlled. It's an invitation to rebel, or dig in our heels, or become defiant. Most of use prefer to use our own map of the world...not have to conform to someone else's ideas about how it should be. According to Herzberg's Two-Factor Theory many external rewards (e.g, salary, job security, benefits) don't really motivate but if they're not there the person can become de-motivated. Herzberg calls these "hygiene factors". Types of Motivation - Intrinsic
Intrinsic Motivation is geared toward internal rewards and reinforcer's. We can celebrate our success when we do well and we can beat ourselves up when we don't. Some examples of internal rewards are enjoyment, achievement, a sense of competence. Some examples of internal reinforcer's are "Shoulds", "Musts", & "Oughts", a guilty conscience, and Toxic Shame. Internal rewards are associated with high academic and occupational achievement. It seems motivation is strongest when we do it for the fun of it...or for the feeling of accomplishment. Maybe it's a hobby, or a career path, or our purpose in life. Types of Motivation - Addiction When it's something we really like we can even feel driven to do it. Or get addicted to it, whatever "it" is... In other words, motivation does not always lead in a positive direction. Remember that an addiction is an unhealthy "love-and-trust" relationship with an object or an activity. Love and trust are very strong intrinsic rewards that are tied into our neural networks for survival. Survival needs, such as the need to eat, is an internal reinforcer because it causes pain in the form of hunger when we don't eat. We get a internal reward when we enjoy what we are eating. The same is true when we resist something we are addicted to. The pain is in the form of cravings or withdrawal symptoms and the reward is in the feeling we get when we engage. However, in the late stages of addiction we no longer get the reward but the reinforcer gets stronger. Types of Motivation - Subconscious Motivations
Addiction is an example of subconscious motivation...we may not know "why we do it" or "how that could happen" when we find ourselves in trouble again. This is because it would be too uncomfortable for us to know that we are dependent on an object or activity so our faithful servant - the subconscious mind - "protects us" from that reality with a system of defense mechanisms we refer to asdenial. Other subconscious types of motivations might include various neural networks created early in life which are now part of Implicit Memory - such as...
An accident-prone person may have a subconscious desire to hurt or punish himself for guilt over some longpast misdeed or mistake. A person who uses food for comfort may have a subconscious "part" of themselves...a neural network...that learned early in life to substitute food for the nurturing that wasn't available. Someone who pushes others away may have a part of themselves that sabotages opportunities for intimacy in order to protect from abandonment.
It has long been known that the subconscious mind uses defense mechanisms to ward off pain and anxiety. These defensive strategies are learned programs that run automatically from neural networks that we intuitively refer to as "parts". All of us can remember explaining that "one part of me wants to do X... but another part of me holds me back". These "parts" are programs installed on conflicting neural networks. There are various forms of therapy for "integrating" these parts to resolve subconscious conflicts. Types of Motivation - "Toward" or "Away From" Orientation Most of us have heard of the "Carrot-or-Stick" types of motivation. Conventional wisdom suggests that some people are motivated more by the stick and others by the carrot. "Stick People" respond better to external and internal reinforcer'swhile "Carrot People" respond better to external and internalrewards. Another way to look at this is the "Toward or Away From" orientation. Stick people are oriented to move away from pain. Carrot people move toward pleasure. There are times when each orientation is necessary. For example, if your goal is to manage your weight it's more effective to adopt a "toward pleasure" orientation because the closer you get to your goal (e.g.,a healthy lifestyle), the stronger your motivation becomes. If you take the "away from" orientation...the further you get away from a weight you don't like, The weaker your motivation becomes. In the case of Risk Management in a hospital it's better to have "Away From" pain people running the show because they are better at identifying potential hazards. Carrot People tend to be idealists who can set the course, but Stick People are good at seeing the bumps in the road.
Achievement Motivation
It is the drive to pursue and attain goals. An individual with achievement motivation wishes to achieve objectives and advance up on the ladder of success. Here, accomplishment is important for its own shake and not for the rewards that accompany it. It is similar to Kaizen approach of Japanese Management.
It is a drive to relate to people on a social basis. Persons with affiliation motivation perform work better when they are complimented for their favorable attitudes and co-operation.
It is the drive to be good at something, allowing the individual to perform high quality work. Competence motivated people seek job mastery, take pride in developing and using their problem-solving skills and strive to be creative when confronted with obstacles. They learn from their experience.
It is the drive to influence people and change situations. Power motivated people wish to create an impact on their organization and are willing to take risks to do so.
Attitude motivation is how people think and feel. It is their self confidence, their belief in themselves, their attitude to life. It is how they feel about the future and how they react to the past.
It is where a person or a team reaps a reward from an activity. It is You do this and you get that, attitude. It is the types of awards and prizes that drive people to work a little harder.
Fear motivation coercions a person to act against will. It is instantaneous and gets the job done quickly. It is helpful in the short run.
Theories of Motivation
) Contribution of Robert Owen :
Though Owen is considered to be paternalistic in his view, his contribution is of a considerable significance in the theories of Motivation. During the early years of the nineteenth century, Owens textile mill at New Lanark in Scotland was the scene of some novel ways of treating people. His view was that people were similar to machines. A machine that is looked after properly, cared for and maintained well, performs efficiently, reliably and lastingly, similarly people are likely to be more efficient if they are taken care of. Robert Owen practiced what he preached and introduced such things as employee housing and company shop. His ideas on this and other matters were considered to be too revolutionary for that time.
Since people are social beings, they need to belong and be accepted by others. People try to satisfy their need for affection, acceptance and friendship.
As each of these needs are substantially satisfied, the next need becomes dominant. From the standpoint of motivation, the theory would say that although no need is ever fully gratified, a substantially satisfied need no longer motivates. So if you want to motivate someone, you need to understand what level of the hierarchy that person is on and focus on satisfying those needs or needs above that level. Maslows need theory has received wide recognition, particularly among practicing managers. This can be attributed to the theorys intuitive logic and ease of understanding. However, research does not validate these theory. Maslow provided no empirical evidence and other several studies that sought to validate the theory found no support for it. TOP
Employees inherently do not like work and whenever possible, will attempt to avoid it. Because employees dislike work, they have to be forced, coerced or threatened with punishment to achieve goals. Employees avoid responsibilities and do not work fill formal directions are issued. Most workers place a greater importance on security over all other factors and display little ambition.
Physical and mental effort at work is as natural as rest or play. People do exercise self-control and self-direction and if they are committed to those goals. Average human beings are willing to take responsibility and exercise imagination, ingenuity and creativity in solving the problems of the organization. That the way the things are organized, the average human beings brainpower is only partly used.
On analysis of the assumptions it can be detected that theory X assumes that lower-order needs dominate individuals and theory Y assumes that higher-order needs dominate individuals. An organization that is run on Theory X lines tends to be authoritarian in nature, the word authoritarian suggests such ideas as the power to enforce obedience and the right to command. In contrast Theory Y organizations can be described as participative, where the aims of the organization and of the individuals in it are integrated; individuals can achieve their own goals best by directing their efforts towards the success of the organization. However, this theory has been criticized widely for generalization of work and human behavior.
Examples of Hygiene factors are : Security, status, relationship with subordinates, personal life, salary, work conditions, relationship with supervisor and company policy and administration. Examples of Motivational factors are : Growth prospectus job advancement, responsibility, challenges, recognition and achievements. TOP
People are motivated by more than pay and conditions. The need for recognition and a sense of belonging are very important. Attitudes towards work are strongly influenced by the group.
The most widely accepted explanations of motivation has been propounded by Victor Vroom. His theory is commonly known as expectancy theory. The theory argues that the strength of a tendency to act in a specific way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual to make this simple, expectancy theory says that an employee can be motivated to perform better when their is a belief that the better performance will lead to good performance appraisal and that this shall result into realization of personal goal in form of some reward. Therefore an employee is : Motivation = Valence x Expectancy. The theory focuses on three things :
Efforts and performance relationship Performance and reward relationship Rewards and personal goal relationship
Actual performance in a job is primarily determined by the effort spent. But it is also affected by the persons ability to do the job and also by individuals perception of what the required task is. So performance is the responsible factor that leads to intrinsic as well as extrinsic rewards. These rewards, along with the equity of individual leads to satisfaction. Hence, satisfaction of the individual depends upon the fairness of the reward.
Basically people for high need for power are inclined towards influence and control. They like to be at the center and are good orators. They are demanding in nature, forceful in manners and ambitious in life. They can be motivated to perform if they are given key positions or power positions. In the second category are the people who are social in nature. They try to affiliate themselves with individuals and groups. They are driven by love and faith. They like to build a friendly environment around themselves. Social recognition and affiliation with others provides them motivation.
People in the third area are driven by the challenge of success and the fear of failure. Their need for achievement is moderate and they set for themselves moderately difficult tasks. They are analytical in nature and take calculated risks. Such people are motivated to perform when they see atleast some chances of success. McClelland observed that with the advancement in hierarchy the need for power and achievement increased rather than Affiliation. He also observed that people who were at the top, later ceased to be motivated by this drives.
12 ) Equity Theory :
As per the equity theory of J. Stacey Adams, people are motivated by their beliefs about the reward structure as being fair or unfair, relative to the inputs. People have a tendency to use subjective judgment to balance the outcomes and inputs in the relationship for comparisons between different individuals. Accordingly :
If people feel that they are not equally rewarded they either reduce the quantity or quality of work or migrate to some other organization. However, if people perceive that they are rewarded higher, they may be motivated to work harder.
Subordinates have to be treated with diligence. The manager has to stay friendly as well as maintain a level of distance with his staff. Its a tricky ground to tread. The staff looks up on the manager as their leader. They expect maturity, rationality and understanding from their superiors. Simple things like calling people by their first name, chatting about their families for a while or even a general inquiry about their well-being, brings in a feeling of belongingness. Small gestures of this type help in building up of a cordial relationship.
A manager has to handle two situations, The Winning and The loosing. The crux is to think like a winner even when all the odds seem against you. It is necessary to equip yourself with all the tools of a winner. Always remember that winning and loosing rotate in a cycle. If you have been loosing from a long time you are very near the winning edge.
All the employees in the organization vibrate to a different pace. A treatment that motivates one may demotivation the other. Understanding the difference in temperament in between the individuals is important.
Set moderate goals. Setting too high a task creates a feeling of non-achievement, right from the beginning itself. The goals set should be such which seem feasible to the employees to be achieved. A slightly higher target than expected provides a challenge.
A job of the manager is to motivate people. His task requires him to punish and penalize people. This might create resentment in the mind of the staff members, which may affect the productivity of the workforce. Henceforth, care should be taken, that punishment and penalties are used as a controlling technique and that they do not demotivation.
To make job more effective and to break the monotonous routine, small task additions and minor changes are always welcome. Even small suggestions of the manager seem valuable to the employees. A few challenges in the same job can enrich it.
Monetary rewards have always had a high motivational capacity. But non-monetary rewards are equally helpful. A thank you note, a letter of appreciation or even few words of praise can help smoothen the creases between the different levels of management.