WHAT IS MOTIVATION?

The word motivation has been derived from motive which means any idea, need or emotion that prompts a man in to action. Whatever may be the behavior of man, there is some stimulus behind it. Stimulus is dependent upon the motive of the person concerned. Motive can be known by studying his needs and desires. There is no universal theory that can explain the factors influencing motives which control mans behavior at any particular point of time. In general, the different motives operate at different times among different people and influence their behaviors. The process of motivation studies the motives of individuals which cause different type of behavior. Motivation is the core of management. Motivation is an effective instrument in the hands of the management in inspiring the work force .It is the ma or task of every manager to motivate his subordinate or to create the will to work among the subordinates .It should also be remembered that the worker may be immensely capable of doing some work, nothing can be achieved if he is not willing to work .creation of a will to work is motivation in simple but true sense of term. Motivation is an important function which very manager performs for actuating the people to work for accomplishment of ob ectives of the organi!ation .Issuance of well conceived instructions and orders does not mean that they will be followed ." manager has to make appropriate use of motivation to enthuse the employees to follow them. #ffective motivation succeeds not only in having an order accepted but also in gaining a determination to see that it is executed efficiently and effectively.

Definition of Motivation
"ccording to #dwin $ %lippo, &Motivation is the process of attempting to influence others to do their work through the possibility of gain or reward. "ccording to Michael '. 'acius( Motivation is the act of stimulating someone or oneself to get a desired course of action or to push the right button to get a desired reaction. "ccording to )alton #. Mcfarland, *The concept of motivation is mainly psychological. It related to those forces are many and keep on changing with time motives are invisible and directed towards certain goals.

Importance of motivation
Motivation is one of the most important factors determining organi!ational efficiency. "ll organi!ational facilities will go to waste in absence of motivated people to utili!e these facilities effectively. #very superior in the organi!ation must motivate its subordinates for the right types of behavior. The performance of human beings in the organi!ation is dependent on the ability in the motivation. +ensis ,ikert called motivation as* the cost of the management*. Motivation is an effective instrument in the hands of management in inspiring the workforce. Motivation increases the willingness of the workers to work, thus increasing efficiency and effectiveness of the organi!ation.

Best utilization of resources:

Motivation ensures best and efficient utili!ation of all types of resources. -tili!ation of resources is possible to their fullest extent if the man is induced to contribute their efforts towards attaining organi!ational goals. Thus, people should be motivated to carry out the plans, policies and programs laid down by the organi!ation.

Will to !ontri"ute:

There is a difference between *.apacity to work* and *willingness to work*. /ne can be physically and mentally fit to work but he may not be willing to work. Motivation results in feeling of involvement to present his better performance.

#e$uction in %a"or &ro"lems:

"ll the members try to concentrate their efforts to achieve the ob ectives of the organi!ation and carry out plans in accordance with the policies and programs laid down by the organi!ation if the management introduced motivational plans. It reduces labor problems like labor turnover, absenteeism, indiscipline, grievances, etc. because their real wages increase by the motivational plans.

Sizea"le increase in pro$uction an$ pro$uctivit':

when motivated properly, people try to put efforts produce more, thus increasing their efficiency and as a result of this general production and productivity of the organi!ation increases. They 0motivated employees1 use the methods, system and technology effectively in the best interest of the organi!ation.

Basis of !ooperation:

In a !eal to produce more the member2s work 2an s a team to pull the weight effectively, to get their loyalty to the group and the organi!ation, to carry out properly the activities allocated and generally to play an efficient part in achieving the purpose which the organi!ation has undertaken2.

Improvement upon s(ill an$ (no)le$*e: all the members

will try to be efficient as possible and will try it improve upon the skill and knowledge to the progress of the organi!ation which, in turn will provide the promised and more, ultimately enabling them to satisfy their needs 3 personal and social both.

Acceptance of or*anizational c+an*e:

change is the law of nature. )ue to several changes in the society, changes in technology, value system, etc. organi!ation has to incorporate these changes to cope with the re4uirement of the time. If people are effectively motivated, they gladly accept, introduce and implement these changes without reserving any resistance to change and negative attitude, thus keeping the organi!ation on the right track of progress.

Better Ima*e:
advancement of its public as a good 4ualified personnel will also improve

a firm that provides opportunities for the people has a better image in the minds of the employer. This, image helps in attracting and thus simplifies the staffing function. This employee satisfaction and reduce industrial

stifle. In a nutshell, to achieve the organi!ational and individual goals in an economical and efficient manner, motivate is an important tool in the hands of management to direct the behavior of subordinates in the desired and appropriate direction and thus minimi!e the wastage of human and other resources. 53 6igh ,evel of 7erformance. 83 ,ow #mployee Turnover and "bsenteeism. 93 #asy "cceptance of organi!ational changes. :3 ;ood human relations. <3 ;ood image of organi!ation. =3 Increase in Morale. >3 7roper use of 6uman +esource 7ossible. ?3 6elpful in "chieving ;oals. @3 $uilds ;ood relations among employees. 5A3 #asier Selection. 553 %acilities .hange.

T+eories of Motivation
Mc!lellan$,s Ac+ievement Nee$ T+eor' "ccording to Mc.lellandBs there are three types of needs3 Nee$ for Ac+ievement This need is the strongest and lasting motivating factor. 7articularly in case of persons who satisfy the other needs. They are constantly pre occupied with a desire for improvement and lack for situation in which successful outcomes are directly correlated with their efforts. They set more difficult but achievable goals for themselves because success with easily achievable goals hardly provides a sense of achievement. Nee$ for &o)er It is the desire to control the behavior of the other people and to manipulate the surroundings. 7ower motivations positive applications results in domestic leadership style, while it negative application tends autocratic style. Nee$ for affiliation It is the related to social needs and creates friendship. This results in formation of informal groups or social circle. Be+avioral Mo$ification T+eor' "ccording to this theory people behavior is the outcome of favorable and unfavorable past circumstances. This theory is based on learning theory. Skinner conducted his researches among rats and school children. 6e found that stimulus for desirable behavior could be strengthened by rewarding it at the earliest. In the industrial situation, this relevance of this theory may be found in the installation of financial and non financial incentives.

More immediate is the reward and stimulation or it motivates it. Withdrawal of reward incase of low standard work may also produce the desired result. 6owever, researches show that it is generally more effective to reward desired behavior than to punish undesired behavior. A"ra+am H Maslo) Nee$ Hierarc+' or Deficient t+eor' of Motivation The intellectual basis for most of motivation thinking has been provided by behavioral scientists, ".6 Maslow and %rederick 6ei!berg, whose published works are the &$ible of MotivationC. "lthough Maslow himself did not apply his theory to industrial situation, it has wide impact for beyond academic circles. )ouglous Mac ;regor has used MaslowBs theory to interpret specific problems in personnel administration and industrial relations. The crux of MaslowBs theory is that human needs are arranged in hierarchy composed of five categories. The lowest level needs are physiological and the highest levels are the self actuali!ation needs. Maslow starts with the formation that man is a wanting animal with a hierarchy of needs of which some are lower ins scale and some are in a higher scale or system of values. "s the lower needs are satisfied, higher needs emerge. 6igher needs cannot be satisfied unless lower needs are fulfilled. " satisfied need is not a motivator. This resembles the standard economic theory of diminishing returns. The hierarchy of needs at work in the individual is today a routine tool of personnel trade and when these needs are active, they act as powerful conditioners of behavior3 as Motivators.

6ierarchy of needs( the main needs of men are five. They are physiological needs, safety needs, social needs, ego needs and self actuali!ation needs, as shown in order of their importance.

&+'siolo*ical or Bo$' Nee$s:

The individual move up the ladder responding first to the physiological needs for nourishment, clothing and shelter. These physical needs must be e4uated with pay rate, pay practices and to an extent with physical condition of the ob.

Safet':

The next in order of needs is safety needs, the need to be free from danger, either from other people or from environment. The individual want to assured, once his bodily needs are satisfied, that they are secure and will continue to be satisfied for foreseeable feature. The safety needs may take the form of ob security, security against disease, misfortune, old age etc as also against industrial in ury. Such needs are generally met by safety laws, measure of social security, protective labor laws and collective agreements.

Social nee$s:

;oing up the scale of needs the individual feels the desire to work in a cohesive group and develop a sense of belonging and identification with a group. 6e feels the need to love and be loved and the need to belong and be identified with a group. In a large organi!ation it is not easy to build up social relations. 6owever close relationship can be built up with at least some

fellow workers. #very employee wants to feel that he is wanted or accepted and that he is not an alien facing a hostile group.

-*o or -steem Nee$s:

These needs are reflected in our desire for status and recognition, respect and prestige in the work group or work place such as is conferred by the recognition of oneBs merit by promotion, by participation in management and by fulfillment of workers urge for self expression. Some of the needs relate to ones esteem e.g.( need for achievement, self confidence, knowledge, competence etc. /n the ob, this means praise for a ob but more important it means a feeling by employee that at all times he has the respect of his supervisor as a person and as a contributor to the organi!ational goals.

Self realization or Actualization nee$s:

This upper level need is one which when satisfied provide insights to support future research regarding strategic guidance for organi!ation that are both providing and using rewardDrecognition programs makes the employee give up the dependence on others or on the environment. 6e becomes growth oriented, self oriented, directed, detached and creative. This need reflects a state defined in terms of the extent to which an individual attains his personnel goal. This is the need which totally lies within oneself and there is no demand from any external situation or person.

./S A$ams -0uit' T+eor'

#mployee compares herDhis ob inputs outcome ratio with that of reference. If the employee perceives ine4uity, sheDhe will act to correct the ine4uityE lower productivity, reduced 4uality, increased absenteeism, voluntary resignation.

Vrooms -1pectation T+eor'

FroomBs theory is based on the belief that employee effort will lead to performance and performance will lead to rewards 0Froom, 5@=:1. +eward may be either positive or negative. The more positive the reward the more likely the employee will be highly motivated. .onversely, the more negative the reward the less likely the employee will be motivated.

T)o 2actor T+eor'

)ouglas Mc;regor introduced the theory with the help of two views( G assumptions are conservative in style "ssumptions are modern in style.

3 T+eor'
Individuals inherently dislike work. 7eople must be coerced or controlled to do work to achieve the ob ectives. 7eople prefer to be directed

4 T+eor'

7eople view work as being as natural as play and rest. 7eople will exercise self direction and control towards achieving ob ectives they are committed to. 7eople learn to accept and seek responsibility.