Importance Of Motivation AT WORK Business Essay

Motivation in the workplace is one of the main aspects within an organization. The next study defines motivation and analyzes needs and drives which is the starting point of motivation. In addition, it analyzes five major approaches that have resulted in our understanding of motivation and those are; Maslow's need - hierarchy theory, Herzberg's two factor theory, Vroom's expectancy theory, Adam's collateral theory and Skinner's reinforcement theory. The following paper also describes the role of inspiration and exactly how important is for an organization to possess motivated employees. Furthermore, this review addresses several motivating factors in charge of employee determination. In doing so, this paper intends to investigate of what employee motivation is and also to clarify the value of determined employees in our rapidly changing workplaces.


In days gone by, employees were considered just another input in to the development of goods and services. What may changed this thought process about employees was research, recognized to as the Hawthorne Studies, conducted by Elton Mayo from 1924 to 1932. This analysis found out that employees aren't determined only by money and employee behaviour is linked to their attitudes. The Hawthorn Studies were the starting point of the Individual Relations method of management, whereby the needs and desire of employees end up being the principal function off all functions managers perform. ( Wikipedia).

A motivated labor force is an important aspect of the organization's successfulness and competitiveness therefore this matter is underlined on the brains of corporate leaders. However, lately an engaged labor force has become more difficult for three reasons. First, several changes such as globalization, it etc, have improved the employment romance. Second, the reduced amount of the amounts of supervisors in the organizations to be able to lessen their cost resulted a greater number of staff supervision for every single supervisor and the last can't keep a watchful attention out of laggards. The third factor is usually that the new generation brought different objectives to the work environment than the past generations as McShane and Von Glinow (2008: 134) talk about.

Furthermore, when people sign up for an organization, they bring with them certain needs that affect job performance. Some of these needs are psychological yet others are bind to emotional and social worth. The final are a lot more difficult to identify and satisfy and they vary from one person to another. This study begins with the definition of inspiration and remains by examining the core motivation theories in organizational options.

Motivation defined

Motivation can be identified in a number of ways. Because of this paper, motivation is operationally defined as the pushes within somebody who affect the path, level, and persistence of voluntary behavior. Enthusiastic employees are disposed to exert a particular level of work (power) for a certain period of time (persistence) toward a particular goal, as McShane and Von Glinow point out (2008: 134).

Further, drive can be separated in to three principles: intrinsic motivation, extrinsic desire and self control which is also called self motivation. Intrinsic motivation originates from rewards inherent to a task or activity it self, including the enjoyment of a puzzle or even the love of taking part in. Extrinsic motivation originates from beyond your performer. For example in sports activities the audience may cheer the performer on and this motivates her or him to do well. Also for the employees of a business, money is the most obvious example but also coercion and risk of punishment are also common extrinsic motivations. The personal control motivation is increasingly known as a subset of emotional intelligence. Quite simply, a person may be highly wise according to a more conservative classification, yet unmotivated to use this cleverness to certain duties. Victor Vroom's expectancy theory, which is going to be analyzed in this paper, provides an bill of when people determine whether to exert self applied control to follow a certain goal.

McShane and Von Gilnow (2008: 135) declare that motivation starts with specific needs and their primary drives. Needs can be described as deficiencies that activate or result in behaviours to meet those needs. The stronger the needs you have are, the more stimulated you are to fulfil them. Contrariwise, a satisfied need doesn't encourage. Drives can be explained as the instinctive or innate tendencies to seek specific goals or maintain interior stability. Every human being has the same drives and they most likely can be found to aid the species make it through. Needs are manufactured by drives, however they can also be strengthened through knowledge and communal forces such as culture and youth upbringing.

Last but not least, motivation is essential to be successful in virtually any endeavour you embark on. It can be positive or negative, delicate or evident, tangible or intangible. It is crucial in organizations as it plays a essential role in the effective performance of employees. Also desire lately has become more difficult because of the fact of an extremely turbulent environment at work, the endistancement of direct supervision as a motivational tool, and the confusion or even better the luck of understanding about what motivates the children entering the labor force.

Motivation theories

4. 1 Maslow's Needs Hierarchy Theory

In 1943, Dr. Abraham Maslow, at his article: "A Theory of Individual Drive " and with further extension at his book: " Toward a Mindset to be", he attemptedto formulate a needs based mostly framework of real human motivation and based upon his specialized medical experiences upon human. His determination theory remains valid until today for understanding individuals drive, management training, and personal development. Abraham Maslow's book "Determination and Personality", released in 1954, formally presented The Hierarchy of Needs. (Businessballs. com)

According to Maslow's theory of determination, there are five levels of individuals needs, which employees have to have fulfilled at the job. Those needs are organized into a hierarchy which lower level need needed to be satisfied before the next higher level need would stimulate employees. For instance, a worker how does not have any money to buy food, she or he will be encouraged to achieve a simple wage in order to buy food before stressing if they is having a secure job.

As per his theory those needs are

i) Physiological needs: These are important needs for sustaining the real human life. Food, normal water, air, sleeping, shelter, warmth, remedies, education, etc, will be the basic physiological needs which can be contained in the primary list of need satisfaction. Maslow argued that until these needs were satisfied to a qualification to maintain life, no other motivating factors can operate.

ii) Safeness needs: Once physiological needs are fulfilled, one's attention becomes to security and safety to become clear of the threat of a physical or psychological damage. Such needs might be satisfied by residing in a safe area, job security, financial reserves, medical care insurance, etc. Corresponding to Maslow's values, in case a person feels that he / she is in danger of getting harmed, higher needs will never be emerged.

iii) Social needs: Once a individual has satisfied the low level physiological and security needs, more impressive range needs become significant, the first of which are interpersonal needs. Social needs are those related to conversation with other folks and may include both giving and getting love and devotion, the sense of belonging, the need for friends, etc.

iv) Esteem needs: After the first three classes of needs satisfied, the needs for esteem can become prominent. Esteem needs may be labeled as external or internal. Internal esteem needs are those related to self esteem such as success and self value. External esteem needs include needs such as acknowledgement and social position. When these needs are satisfied the individual feels self positive and valuable as a individual in the world.

v) Self applied Actualization needs: When all of the foregoing needs are satisfied then your needs of self actualization are surfaced. Do it yourself Actualization is the summit of Maslow's hierarchy of needs. Unlike lower level needs, this need can't be ever totally satisfied. Maslow explains Self applied Actualization as a person's need to be and do this which a person was created to do. A musician must make music, an artist must coloring, etc. Self Actualized people generally have needs such as real truth, wisdom, justice, interpretation. Maslow argues that only a very small percentage of human beings reach this level.

Therefore, it's important that management in organizations should offer different incentives to employees to be able to help them gratify each need subsequently and progress in the hierarchy. However, not all human beings are influenced by the same needs. It's important to comprehend and clarify the needs that each employee wants to fulfil. To inspire an employee, the manager must discover the needs stage of which an employee is working and use those needs as levers of inspiration.

4. 2 Herzberg's Two Factor Theory

To better comprehend worker attitudes and motivation, Frederic Herzberg performed studies to determine which factors in an employee's workplace brought on satisfaction and dissatisfaction. He released his studies in the 1959 e book "The Determination to Work". ( Wikipedia)

Herzberg's studies included interviews of 200 accountants and engineers in the USA where employees where asked what satisfied and what dissatisfied them about their work. Herzberg's results were that the factors causing job satisfaction were different from those triggering job dissatisfaction. He developed the Determination Cleanliness Theory to make clear these results. He named the satisfiers motivators and the disenchanted cleanliness factors, using the term hygiene with the meaning that they considered maintenance factors that are needful to avoid dissatisfaction but at themselves do not provide satisfaction.

Essentially Cleanliness factors are needed to ensure a worker will not become dissatisfied. They don't really lead to higher levels of desire but without these factors there exists dissatisfaction. Cleanliness factors include
  1. Company coverage and administration
  2. Wages, wages and other financial remuneration
  3. Quality of supervision
  4. Quality of social relationships
  5. Working conditions
  6. Feelings of job security

Motivator factors derive from an individual's need for personal growth. If they appear, motivator factors actively create job satisfaction. If they are effective they motivate an employee into higher performance.

Motivator factors include
  1. Status
  2. Opportunity for advancement
  3. Gaining recognition
  4. Responsibility
  5. Challenging / stimulating work
  6. Sense of a personal accomplishment and personal progress in a job

According to Herzberg's Two Factor Theory, authority in organizations must definitely provide both health factors to avoid worker dissatisfaction and factors intrinsic to the task itself in order for employees to be pleased with their work. (wikipedia)

Herzberg explained that job enrichment is required for intrinsic drive, and that it is a continuing management process. According to Herzberg

4 The job should have significant challenge to utilize the full capacity for the employee.

5 Employees who show increasing degrees of ableness should be given increasing levels of responsibility.

6 If employment can't be designed in such way in order to work with an employee's full capacity, then the group should consider automating the task or updating the staff with person who has lower level expertise. If an employee cannot be totally utilized then you will see a drive problem.

4. 3 Vroom's Expectancy Theory

Whereas Maslow and Herzberg mainly clarify the partnership between inner needs and the causing effort expended to fulfil them, Vroom separates work which arises from inspiration, performance and final results. Vroom's expectancy theory is based on the idea that work effort is leaded toward behaviors that folks believe that will lead to desire outcomes. Through experience, we develop targets about whether we can attain several degrees of job performance. We also develop targets about whether job performance and work behaviors immediate to severally final results. Finally, by nature we point our work toward outcomes that support as fulfill our needs. ( McShane and Von Glinow, 2008: 143)

Victor H. Vroom introduces three variables at his theory that they are Valence (V), Expectancy (E) and Instrumentality (I). The three variables are significant behind choosing one component over another because they're clearly defined: effort performance expectancy (E>P expectancy), performance final result expectancy (P>O expectancy). E>P expectancy means our diagnosis of the probability our work will escort to the required final result. P>O expectancy means our assessment of the likelihood our successful performance will point to assured outcomes. (wikipedia).

Vroom's Expectancy theory is dependant on three principles:

  1. Valence which is the expected satisfaction or dissatisfaction that a person feels toward an results. Management must find out what employees value.
  2. Expectancy means that employees have different objectives and levels of dependence about what they could do. Management must uncover what resources, training or guidance employees needed.
  3. Instrumentality identifies the conception of employees concerning if they will finally receive what they wish even if it's been promised with a director. Management must make sure that offers of rewards are satisfied and this employees are aware of that. (Hew Richards, www. ifm. uk)

As McShane and Von Glinow (2008: 146) express, Vroom's Expectancy Theory remains, until present, among the better for desire and predicting work effort. It's been applied to a multitude of studies and research demonstrates this theory can anticipate employee motivation in different cultures.

4. 4 Adam's Equity Theory

Equity Theory developed in 1963 by John Stacey Adams, and like other motivational ideas, Adam's Collateral theory acknowledges that simple and variable factors affect an employee's assessment and cognizance of the relationship with the work and their company. Quite simply, Adam's equity theory proposes that employees strive for equity among themselves and other employees. Equity is achieved when the proportion of employee benefits over inputs is add up to other employee effects over inputs.

Inputs can include
  1. Effort
  2. Loyalty
  3. Skill
  4. Hard work
  5. Commitment
  6. Ability
  7. Adaptability
  8. Flexibility
  9. Tolerance
  10. Determination
  11. Enthusiasm
  12. Personal sacrifice
  13. Trust in superiors
  14. Support from co staff and colleagues
Outcomes include the following
  1. Job security
  2. Esteem
  3. Salary
  4. Employee benefit
  5. Expenses
  6. Sense of progression/growth
  7. Recognition
  8. Reputation
  9. Responsibility
  10. Sense of achievement
  11. Praise
  12. Stimuli

While lots of the points mentioned previously can't be quantified and correctly compared, Adam's theory says that management should seek to find a fair balance between the inputs a worker provides, and the outputs received. Furthermore employees should be content where they perceive these to be in balance.

4. 5 Skinner's Encouragement Theory

Reinforcement Theory developed by B. F Skinner and his theory says that those employees' habits that immediate to positive outcomes will be repeated and behaviors that lead to negative benefits will never be repeated. Skinner's theory is based upon the theory that learning is a function of change in overt behaviour. Skinner also stated that reinforcers are defined by the change in response durability, and that which is a reinforcer to 1 person is probably not the same to another. (wikipedia) Therefore, regarding to the theory, professionals should positively reinforce staff behaviors that immediate to positive effects. Also management should adversely reinforce employee behavior that causes negative benefits.

Types of support
  1. Positive encouragement: This is an increase in the foreseeable future frequency of behavior as a result of addition of your stimulus directly carrying out a response.
  2. Negative encouragement: is an augment in the future frequency of behaviour when the effect is removing an abhorrence stimulus.

The Role of Motivation

Why do we need encouraged employees? The answer is survival. Everyone has different known reasons for working. Some individuals improve personal fulfilment while others help love of what they do or to accomplish goals and to feel like they are adding in something larger than themselves. Therefore, the reason why for working are as specific as the individual. But we all work because we obtain something that people need from work, and that thing from work impacts morale, employee desire and quality of life.

Therefore managers need to understand what motivates employees within the framework of the assignments they perform because encouraged employees are significant in our swiftly changing work place. Motivated employees help organizations endure, be productive and much more competitive. Also employees in virtually any organizations need something to keep them working and this thing is determination. If there's no drive in employees, then these employees's quality of work will demoted.

Of all the tasks a manager performs, employee inspiration is the most complicated. But keeping a worker working at full faculty is the paramount goal of employee motivation and therefore the ultimate goal of organizations too because employees are the greatest asset no matter how successful a technology or the equipment of organizations may be, it is not any match for the effectiveness and efficiency of their employees. (wikipedia)

Motivating Factors

There are several factors resulting in employee's inspiration and ten of the factors are talked about below
  1. Job security
  2. Sympathetic help with personal problems
  3. Personal commitment to employees
  4. Interesting work
  5. Good working conditions
  6. Tactful discipline
  7. Good wages
  8. Promotion and expansion in the organization
  9. Feeling of being in on things
  10. Full understanding of work done


Motivating employees is one of the most important tasks that managers perform within their organizations, as work drive takes on an important role for the company's success. As McShane and Von Glinow condition, desire is one of the four cardinal drivers of individual behavior and efficiency, and therefore is an vital component of staff engagement. An involved workforce is a significant predictor of the company's competitiveness, therefore, you can understand why worker motivation is constantly the center point of corporate market leaders.

In this newspaper they have been mentioned, a classification of motivation plus some of the most important theories of determination such as Maslow's Needs Hierarchy Theory, Adam's Equity Theory, and Vroom's Expectancy Theory. Hereupon, it has been an allusion to the role of drive also to several factors that lead to worker motivation. Without dispute staff motivation has a great deal of results on organizations, therefore professionals need to understand the value and effects of motivation by determining key factors that determine the speed of drive in their workers.

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