Organizational Psychology Seminar Paper

Work Motivation

Mentor: Asst. Frosina Ristovska Student: Ermin Celahmetovic

Skopje, 2018
Contents

INTRODUCTION ............................................................................................................................................. 3
1. THEORIES OF MOTIVATION....................................................................................................................... 4
1.1. MASLOW'S THEORY OF MOTIVATION ............................................................................................... 4
1.2 ERG THEORY ........................................................................................................................................ 6
2. HEIZENBERG'S TWO-FACTOR THEORY OF MOTIVATION .......................................................................... 7
2.1 HYGINE FACTORS ................................................................................................................................ 7
2.2 MOTIVATIONAL FACTORS ................................................................................................................... 8
3.MOTIVATION AT WORK ............................................................................................................................. 9
3.1 MOTIVATION BY THE IMPORTANCE OF A JOB .................................................................................. 10
CONCLUSION............................................................................................................................................... 11
REFERENCES ................................................................................................................................................ 12
INTRODUCTION

Psychology is a science of human behavior and in principle deals with two main areas. In the
first, it searches for and finds information that is important for understanding human behavior. It
is a scientific research that we call basic (theoretical) psychology. Second, it deals with the
application of basic knowledge in order to solve various practical problems of human life.
One of the important practical areas of application of these insights is the field of psychology of
work. Here psychology deals with personal problems (selection, employment, motivation,
education of employees), interpersonal relations (cooperation and conflicts), abilities, working
environment (fatigue, monotony, noise, light), all in relation to human abilities and limitations.
People will do what they want or why they are motivated. Independently of the goal, people have
to be motivated or have to want to accomplish the goal, either by themselves or some kind of
external stimulus. Regardless of extensive research, motivation is not always understood or
applied. In order to understand the motivation, we need to understand the human nature.
Are people born motivated? Yes and no. If not, they can be motivated, because motivation is a
skill that can and must be learned. This is crucial for the survival and success of any work.
1. THEORIES OF MOTIVATION

Theories of motivation are divided into two groups: process and content.
1. Processes tell us what processes are happening in man when making a specific decision, or
how in some cases the man's decision is made, and why exactly this decision is made and not by
some other;
2. Content theories of motivation tell us about the contents and types of our motives, i.e. what
motivates all people, and what are the main motivational factors in human life and work (for
example, what are the basic human needs). They are somehow trying to list what all people are
motivating.
Some of the most famous theories are:

1. Maslow's theory of motivation and

2. Herzberg's dual-factor theory.

1.1. MASLOW'S THEORY OF MOTIVATION

From some basic motivational needs, new realized needs arise, which also have motivational
action. Some of these additional needs are immediate prerequisites for meeting basic
needs. Examples of such prerequisites are freedom of speech, freedom to do what is wanted if no
harm is inflicted on others, the freedom to man freely, freedom to investigate and search for
information, the freedom that a person defends himself, the freedom to defend justice , honesty,
honesty, order in a group, and similar needs that can be classified as a value category. In close
connection with basic security needs, the need for knowledge of their own environment, the need
for knowledge and knowledge, and the need for information. The sense of security depends on
the knowledge and predictability of the situation. Knowledge and predictability, in the
organizational context, can be achieved in a fair way by clearly defining the division of labor and
internal relations, the clarity of tasks, the recognition of rewards and punishments, and so
on. "First we have to satisfy the needs for security, then the needs for affection and love, then for
the reputation or self-esteem, and as the last we must satisfy the desire for harmonious
development and the realization of all possibilities and abilities." (Jovan Jovanič, Psychology of
work , Higher Vocational School for Entrepreneurship, Belgrade 2007)
It is important that managers, and others who are involved in motivating employees in
organizations, are well aware of the nature of human motivation.

▪ The need for self-actualization - Self-actualization is the highest possible motive for man. It is
about the need of a man to become a total person in accordance with his abilities, i.e. to realize
its possibilities, potentials and talents. If self-realization is understood only as a process, it is
about gradual development and realization of all possible potentials of man.
▪ Need for security - These
are, for example, the need
for order, order, structure,
predictability of events in
the near and future
future. These needs are best
observed in young children,
1 Maslow's Hierarchy of Needs
but they also exist in adults
and are expressed through
the need for work and
financial security. The man
is mainly on this issue and is
arranged, except in the case of war, illness, crime, natural disasters.
▪ Social needs (love, belonging) - A man needs to realize with other people a relationship that
includes loyalty, attachment, intimacy and love. It is actually a tendency to overcome the feeling
of isolation and loneliness. Love relationship is not based, as Freud considered, on sexual
instinct, but it is a healthy relationship that includes mutual respect, admiration and mutual
trust. Love creates an individual's sense of worth and fills it with feelings of friendship, fullness
and usefulness.

▪ Physiological needs - These needs are the most basic, the strongest and the most obvious of all
the needs of man, because their satisfaction depends on the survival of the individual. It would
be: the need for food, water, oxygen, sleep ...
Some needs are more prevalent than others, and their satisfaction is more important and precedes
the fulfillment of other needs. Maslow's theory is confirmed by the so-called. the motivational
cycle of behavior according to which a man when he achieves the desired goal only feels
satisfied and has no new needs, but new wishes and needs for goals that are higher than
previously achieved start soon.

1.2 ERG THEORY

There is also a modification of Maslow's theory (Alderfer, 1969, 1972) ERG theory (Existence,
Relationship, Growth) that contains three factors: existential needs (food, water, salaries,
working conditions), connectivity needs (cooperation, expulsion, family, friends, etc.) and
growth needs (personal growth of the individual and development of the individual all areas,
creativity, etc.).
"It is very interesting that Alderfer's explanation that the hierarchical higher power of existential
needs in relation to the needs of connectivity derives from the greater specificity of the objects of
satisfying the first ones in relation to the objects of meeting other needs." The same explanation
applies to the origin of greater strength of the need for connection in relation to the force of
growth needs. (Prof. Dr. Branislav Čukić, PhD, Psychology of Work: Harmonization of Man and
Work, Faculty of Industrial Management, Kruševac, 2004)
2. HEIZENBERG'S TWO-FACTOR THEORY OF MOTIVATION

Herzberg classified these job factors into two categories:

2.1 HYGINE FACTORS

Hygiene factors are those job factors which are essential for existence of motivation at
workplace. These do not lead to positive satisfaction for long-term. But if these factors are absent
/ if these factors are non-existant at workplace, then they lead to dissatisfaction. In other words,
hygiene factors are those factors which when adequate/reasonable in a job, pacify the employees
and do not make them dissatisfied. These factors are extrinsic to work. Hygiene factors are also
called as dissatisfiers or maintenance factors as they are required to avoid dissatisfaction. These
factors describe the job environment/scenario. The hygiene factors symbolized the physiological
needs which the individuals wanted and expected to be fulfilled. Hygiene factors include

 Pay - The pay or salary structure should be appropriate and reasonable. It must be equal
and competitive to those in the same industry in the same domain.
 Company Policies and administrative policies - The company policies should not be too
rigid. They should be fair and clear. It should include flexible working hours, dress code,
breaks, vacation, etc.
 Fringe benefits - The employees should be offered health care plans (mediclaim), benefits
for the family members, employee help programmes, etc.
 Physical Working conditions - The working conditions should be safe, clean and
hygienic. The work equipments should be updated and well-maintained.
 Status - The employees’ status within the organization should be familiar and retained.
 Interpersonal relations - The relationship of the employees with his peers, superiors and
subordinates should be appropriate and acceptable. There should be no conflict or
humiliation element present.
 Job Security - The organization must provide job security to the employees.
2.2 MOTIVATIONAL FACTORS

According to Herzberg, the hygiene factors cannot be regarded as motivators. The motivational
factors yield positive satisfaction. These factors are inherent to work. These factors motivate the
employees for a superior performance. These factors are called satisfiers. These are factors
involved in performing the job. Employees find these factors intrinsically rewarding. The
motivators symbolized the psychological needs that were perceived as an additional benefit.
Motivational factors include:

 Recognition - The employees should be praised and recognized for their

accomplishments by the managers.
 Sense of achievement - The employees must have a sense of achievement. This depends
on the job. There must be a fruit of some sort in the job.
 Growth and promotional opportunities - There must be growth and advancement
opportunities in an organization to motivate the employees to perform well.
 Responsibility - The employees must hold themselves responsible for the work. The
managers should give them ownership of the work. They should minimize control but
retain accountability.
 Meaningfulness of the work - The work itself should be meaningful, interesting and
challenging for the employee to perform and to get motivated.
3.MOTIVATION AT WORK

Motivation and job satisfaction are treated together because they have similar factors (the causes
that precede them), and because they have the same general assumption: a satisfied worker is a
motivated worker. Regardless of the merits of this relationship, satisfaction is important in the
psychology of work, because it can in itself be a goal from a humanistic point of
view. Motivation for work is based on:
The usefulness of the work - the worker will be busy for his work if he sees that his work is
important, that he can use it for someone. By engaging and informing, workers are involved in
the whole process of the organization's work. Leaders should monitor the work of employees,
through the information system they should indicate if they make a mistake, and how important
it is to make no mistakes. Thus, managers give their employees the importance of their work,
recognition and value.
Knowing the goal - it happens that a worker loses his will to work if he does not see or knows
the goal of his work. Employees need to be informed, and so they are familiar with the work and
ultimate goals of the company. In this case, employees will see their contribution and the
importance of their work.
Working conditions - we are divided into two groups: interpersonal relations (social climate in
the company) and the work environment. The social climate includes factors that influence the
knowledge of employees, and the factors by which companies differ.The work environment
includes the factors of work and work environment adaptation to employees in the organization.
Over and over, research has shown that both reproach and praise can have the same positive
effect, but in this case, the personal qualities of individuals and the way of mediation are very
important. It is more difficult to accept than praise, though they can have the same consequences
(positive), if they are given the right way, at the right time. It is necessary to stick to the rules
that the employee can boast in the society, and that the punishment is pronounced in four eyes.
Instructions for the work - the manager must know what exactly he expects from the employee,
and this must be clearly communicated to him with instructions for work.
Competition - research has shown that the competition has a great effect, especially if the
employee competes in order to achieve certain goals. The competition has great effects on the
motivation, only when competitors are about equal in ability.
Creating a Problem - it is found that the problem is a situation that drives a person to
action. Problems should not be created by orders, but by issues. Leaders should always raise their
employees with questions in order to do something. Leaders must take care of this kind of
motivation to not create real problems, but those whose solutions are needed.
Salary - research has led to wages falling into factors that bring employees satisfaction or
dissatisfaction, wages do not fall into the motivation factors. Because of the higher salary, the
employees will not work more fundamentally and more or, on the contrary, they will not
terminate their work due to a small salary.

3.1 MOTIVATION BY THE IMPORTANCE OF A JOB

For the importance of the business, motivational procedures are based on recognizing
challenging but achievable goals in their own business. This aspect of motivation allows
satisfying the needs for self-realization. Identifying challenging goals in one's own work, as well
as recognizing the achievability of these goals, is not something that is itself given. Many
employed people, especially in large work organizations, do not see the clear sense of their
work. In order for a person to perceive his results at work as achievements worth pursuing, he
needs to be a person who is prone to search for meaning, foresight and far-sightedness. The
manager will achieve a good motivation for the workers if he, with their words and their actions,
believes in the value of their work, if they encourage them to appreciate and respect their work,
and if they always show that they are aware of the importance of their work. If some task in their
work is difficult, he will show them how to approach him in an easier way.
CONCLUSION

The task of the manager in the workplace is to make appropriate tasks through his employees. In
order to succeed, he must know how to motivate his employees. But it's easier said than done.
There is a difference between the actual state of an individual and a desired state. The manager
should try to reduce this difference.
Motivation is a way to reduce and manipulate this difference. It introduces employees in a
specific way of achieving the goal that the manager has determined. Of course, these goals and
the motivation system must correspond to the organization's policy.
Motivation of employees is not only a psychological and sociological problem of work and
working behavior, but behavior is directed towards an objective that arouses the needs of man,
and the goal is to satisfy those needs.
The cause of a certain behavior of a person is the internal psychological drivers that induce it to
some activity, so the effect of an individual depends not only on his ability, but also on the
motivation.
REFERENCES

1. Prof. Dr. Cukic Branislav, book, Psychology of work: Harmonization of Man and Work,
Faculty of Industrial Management, Kruševac 2004.
2. Dr. Guzina Milica, book, Personnel Psycholgy, Belgrade 1980.
3. Mr. Nicic Jovan, study material, Psychology of Work, Higher Vocational School for
Entrepreneurship, Belgrade 2007.
4. Alderfer, C. P. Organization development. Annual Review of Psychology, 1977, 28, 197–
224.