Motivation and human behavior

1. Motivation And Human Behavior
I. INTRODUCTION
Motivationmanifestasdesire andinterest,andasa drivingforce thatpushesyouto take actionand
pursue goals.Motivation isimportantinanorganizationbecause ithelpsthe managertomotivate their
employeetodothingsthat will satisfytheirdrivesanddesiresinanorganization.Inthistopic,youwill
knowabouthow the managersmotivate theiremployeestoachieve theirgoalsandtohave the
accomplishmentof theirdesiredgoals.Theymotivatetoencourage employeestobe productive and
effective.Bygettingmotivated,youact,dothings,take yourmindoff problemsanddifficultiesand
focuson findingsolutionsand achievingsuccess.
II. OBJECTIVES
• To knowthe meaningof motivation.
• To learnand explainaboutthe motivationprocess.
• To discussthe motivational drives.
• To discussthe Maslow’sHierarchyNeedsandReinforcementTheory.
• To define Lawof effect andJobEnrichment.
• To discussthe elementsof objectivesettings.
III. CONTENTS
Motivation – the word motivationcomesfromthe Latinword“movere”whichmeanstomove.
- Numerousdefinitionsare givenforthe wordmotivationsome of which
are aim,desire,impulse,intention,objective andend.
- Motivationisa general termwhichmaybe appliedtoan entire classof drives,decisions,needs,
wishesandsimilarforces.
The MotivationProcess
- Under the motivation process, needs produce drives which
eventuallyleadtothe accomplishmentof desiredgoals.

2. Motivational Drives
- These drivesaffectthe waypeople view theirjobs;andconsequently,affecttheirlives.These
motivational drivesreflectthe variouselements
of the culture inwhichthey were shaped –theirfamily,the school,the
church, theirworkenvironmentand,toa certainextent,the bookstheyread.
a. AchievementMotivation –isa drive toaccomplishobjectivesand
to getahead.A personwiththiskindof drive wouldlike toachieveobjectivesandadvance upthe ladder
of success.
b. AffiliationMotivation –isa drive to relate peopleeffectively.Itisobservedthatpeople with
affiliationmotivesworkbetterwhentheyare complimentedfortheirfavorableattitudesand
cooperation.
Maslow’sHierarchyof Needs
1. Physiological needs –these are the basicneedsforsustaininglife such
as food,water,air,shelterandsleep.
2. Securityorsafetyneeds – these are needstobe free of any physical
danger,threatand deprivation andof the fearof losinga jobor shelter.
3. Affiliationoracceptance needs –people are social beings;and
therefore,theyneedtobelongandtobe acceptedby others.
4. Esteemneeds –thistype of needproducessatisfactionsuchaspower,
prestige, status,self-confidence andself-worth.
5. Needforself-actualization –thisisa desire andaspirationof anindividual tobecome whatone
iscapable of becoming –to maximize one’spotential andtoaccomplishsomethingthatisworthy
recognition.
ReinforcementTheory

3. - Thistheoryof motivationiscloselyrelatedtothe preference-expectancytheory.The general
ideabehindthe theoryisthatreinforcedbehaviorwill be repeated;andbehaviorthatisnot reinforced
islesslikelytobe repeated.Thisillustratesthatif aworkerisgivena pay increase whenperformance is
high,thenthe workerislikelytocontinue tostrive forhighperformance.
JobContentand Context
- Motivational factorssuchas achievementandresponsibilityare related,forthe mostpart,
directlytothe jobitself,the worker’sperformance,andthe personal recognitionandgrowththat
worker’sexperience.
IntrinsicandExtrinsicmotivators
- Intrinsicmotivatorsare internal rewardsthatanindividual feelswhenperformingajob.Extrinsic
motivatorsare external rewardsthatoccur
apart fromthe nature of work,providingnodirectsatisfactionatthe time the workisdone.
Law of Effect
- It isthe premise thatmakesitpossibleformanagerstocontrol a numberof worker behaviorby
manipulatingtheirconsequences.OBModreliesonthe law of effect.Thisstatesthata persontendsto
repeatbehaviorthatisaccompaniedbyfavorable consequences.
JobEnrichment
- Variousresearchersonmotivationpointtothe importance of makingjobschallengingand
meaningful.Jobenrichmentattemptstomake ajobmore variedbyremovingthe dullnessand
monotonyassociatedwithrepetitiveoperations.Itsimplymeansenlargingthe scope of the jobby
addingsimilartaskswithoutenhancingresponsibility.
Elementsof Objective Setting
❖ Goal acceptance – effective goalshave tobe understoodand
accepted.Itis importanttobear inmindthat simplyassigningobjectivestoemployeesmaynotresultin
theircommitmenttothose objectives,especiallyif the objectiveswill be difficultto
accomplish.
❖ Specificity –itisassumedthatobjectivesshouldbe specific,

4. definite,clear,andmeasurablesothatemployeeswill know whenthese objectivesare accomplished.
❖ Challenge –itmay be surprisingtoknow that mostemployeesworkharderwhentheyhave
difficultjobstodoratherthan easy
ones.
❖ Performance monitoringandfeedback –there are still other
closelyrelatedstepsthatare importantto complete the processinobjective settingevenafterthe
employeeshave participatedandthisisreferredtoasperformance monitoringandfeedback.
EconomicIncentives
- Are appliedtoalmostanytype of jobto motivate ahighlevel of individual,group,or
organizational performance.Theireconomicincentives,ineffect,stimulate workers’desirable role
behaviorssuchascreativityandingenuity,encouragingthe developmentof valuedskills,andsatisfying
otherneedsof workers.
Wage Incentives
• Basically,wage incentivesprovidemore payformore productionbroughtaboutbyworkers’
highperformance level.Inorderthatwage incentive needswillbe successful,theyshouldbe simple
enoughforworkerstobelieve thatrewardfollowsperformance.
Profit- sharing
• Profit-sharing,asaneconomicincentive,isasystemthatdistributestoworkersapart of the
profitof businessinthe formof cash. The growthof profit-sharingbeingpracticedbyanumberof
organizationsrecognizesthe importanceof mutual interestbetweenworkersandmanagement.
Economicrewardsprovide social andeconomicvalue
• Theyplayan importantrole withinthe parameterof variousmotivationalmodels,blendingwith
expectancy,equity,behaviormodification,andneed-basedstrategies.Incentive systemsprovide various
amountsof pay in relationtosome measure of performance.
Theoretical StatementsasAppliedtoWorkMotivators
- It aimedat identifyingfactorsassociatedwithhighandlow levelsof employeeproductivity.This
program dealtonlywiththe motivation- productivityrelationship.
The major variablesconsideredare:
1. Individual needsasreflectedinthe goalssought.

5. 2. Individual perceptionsof relative usefulnessof productivity
behaviorasa meansof attainingdesiredgoals.
3. The amount of freedomfromrestrainingfactorsthe individual hasisinfollowingdesiredpath
IV. SYNTHESIS
There are a numberof maximsandrulesaboutmotivation.The problemthatoftenconfrontsmanagers
ishow to motivate theirworkerstoachieve the desiredproductivitylevel of the organization.
Accordingto CurtisW. Cook,“Motivatingemployeesisone of the
mostconsistentchallengesanymanagerfaces.”Motivationresultsfromaperson’sattitude reactingtoa
specificsituation.Itisthe strengthof the drive towardan action.Perhapswe can inferthata few human
activitiesoccurwithoutmotivation,whilenearlyall consciousbehaviorismotivatedorcaused.
The Maslow’sHierarchyof Needsisconsideredone of the most
widelyidentifiedtheoriesof motivationputforthbypsychologistAbrahamMaslow.Maslow saw human
needsinthe contextof hierarchy,ascendingfromthe lowesttothe highest.He furtherconcludedthat
whenone setof needsissatisfied,thiskindof needceasestobe amotivation.
Closelyrelatedtomotivationisjobsatisfaction.Manymanagersoftenviewmotivatedworkersasbeing
synonymouswithsatisfiedworkers.There are,however,importantdifferencesbetweenmotivated
workersandsatisfiedones.There are fivecomponentsof jobsatisfactionandthese are:attitude toward
workgroup,general workingconditions,attitudetowardcompany,monetarybenefitsandattitude
towardsupervision.
Behaviorisencouragedprimarilythroughpositive behaviorforit
providesafavorable consequence thatencourages repetitionof abehavior.Itisa typical situationthat
one may findthatwhenhigh – qualityof workis accomplishedthe supervisorgivesrewardof
recognition.
The essence of jobenrichmentistobuildintojobsahighersense
of responsibilityandachievement.Jobsmaybe enrichedbygivingworkersmore freedomindeciding
aboutsuch thingsas workmethods,sequence,andpace orthe acceptance or rejectionof materials.
Goal setting,asa motivational tool,becomesveryeffective when
all itsmajor elementsare present.These are goal acceptance,specificity,challenge,andperformance
monitoringandfeedback.

6. V. REFERENCES
Zulueta,F.(2004).Human BehaviorinOrganization,Mandaluyong:National BookStore.