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Organizational Behavior
Organizational
Behavior
Assignment # 1
The review of
research article
Prepared by: Muhammad irfan
Roll No# 51
MBA (ii) Section A
Muhammad Irfan MBA (ii) Sec A Roll No 51
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Organizational Behavior
Submitted to: SIR ISLAM
EMPLOYEE MOTIVATION AS IT RELATES TO
EFFECTIVENESS, EFFICIENCY, PRODUCTIVITY,
AND PERFORMANC
ABSTRACT
Employees may be motivated on the job by many things, such as a
sense of achievement,
Recognition, enjoyment of the job, promotion opportunities,
responsibility, and the chance for
Personal growth. Employee motivation and performance are tied
directly to the style of
Management that is applied and to principles of positive or negative
reinforcement. This paper
Discusses motivation as it relates to effectiveness, efficiency,
productivity, and performance
Introduction:
Motivation can be induced by the employer or resides within the employees.
Employees have higher level of motivation when they perceive that management
cares about their welfare when they are involved in the management process and
when the relation of the management and labors is positive, when the worker thinks
that management is treating them fairly it lead them to positive behavior and
direction. These activities can gain and develop and consequently motivate
employees. Employees’ participative committee, task force efforts, news letters,
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Organizational Behavior
contests, opportunities for outside education and congratulatory messages from the
management
Employee/Manager relationship
The basic point for employee motivation is that all employees are not the same. They
are different from each other. Therefore a manager should understand their values
and experiences on the basis of which they reached at this position. A manager must
have a wide range of motivational techniques to treat all employees. Employees are
motivated by learning and all employees should be provided with equal opportunities
to learn by participating in seminars, conferences, and outside opportunities.
A superior or manager can provide an environment in which employees are intended
to motivate themselves. The purpose of creating motivating environment is that
every member of the organization can best of his or her capabilities for the
organization. The motivation environment is not the one in which all the employees
are happy all the time. He motivating environment can provide satisfied employees
which can influence other less motivated employees. The motivating environment
exists with the conditions of high standard, clear objectives, adequate training,
effective leadership, rewards that employees value and adequate working
conditions.
The standard to which employees are expected to produce should be high but not so
high that no one can reach them. When a superior or manager assign tasks to
employees he should be sure that employee have understood all the responsibilities
and duties. An employee needs and wants to what he or she is expected to produce.
The employee trusts the superior and his instructions when an employee perform a
good task according to the instructions given the superior can reward the employee
that will be valuable for him. There must be some working conditions if a worker is
expected to do a good job poor listening, too much noise, or uncomfortable
temperature make it difficult for employee to produce both quality and quantity.
True Motivators
Beecher once said that God made man to go by motives and he will not go without
them anymore than a boat without steam, or a balloon without gas. Find out what
motivates them, touch the button and turn that key that makes man achieve.
This idea leads to how change should occur in terms of employee motivation.
Normally managers are concerned with how to motivate employees. They should
therefore focus on the organization and its objectives; they should the design the job
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Organizational Behavior
and work in a way that motivates employee to work. Assuming responsibilities and
additional planning tasks will enrich their jobs. Job enrichment is useful tool for
motivation.
Managers can increase employee motivation by encouraging them to participate in
decision on daily basis. The managers are supposed to be patient an taking views
from the employees because they will gradually give their best suggestions after
going through process of learning. This is also a useful motivator along with other
motivators that can be implemented by management include providing social
interaction and teamwork implementing goals and challenges and instituting
employees appreciations programs.
Some other examples of motivators used by the various organizations are education
assistance programs, stock options and saving plans benefits. These are long tern
programs which are designed to increase employee satisfaction and effectiveness.
Some organizations reimburse 100% tuition fee entrance exams fee, lab fee, if the
degree is related to job the corporate standard of reimburse is contingent upper the
satisfactory completion of the course with grade C or better.
In terms of stock options and saving plans some organizations require that
employees should be 21 years of age or more and complete 1000 hours of service in
order to be eligible. Once these requirements are met employee is eligible to
participate in stock options and saving plans.
Herzberg’s Two – Factor Theory of Motivation
Frederick Herzberg extended the work of Maslow and developed a specific content
theory of work motivation. Unlike Maslow, Herzberg many years ago conducted a
widely reported motivational study on about 200 accountants and engineers
employed by firms in and around Pittsburgh, Pennsylvania. He used the critical
incident method of obtaining data for analysis. The professional subjects in the study
were essentially asked two questions: (1) When did you feel particularly good about
your job – what turned you on; and (2) When did you feel exceptionally bad about
your job – what turned you off?
Responses obtained from this critical incident method were interesting and
fairly consistent. Reported good feelings were generally associated with job
experiences and job content. An example was the accounting supervisor who felt
good about being given the job of installing new computer equipment. He took pride
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Organizational Behavior
in this work and was gratified to know that the new equipment made a being
difference in the overall functioning of his department. Reported bad feelings, on the
other hand, were generally associated with the surrounding or peripheral aspects of
the job-the job context. An example of these feelings was related by and engineer
whose first job was routine record keeping and managing the office when the boss
was gone. It turned out that his boss was always too busy to train him and became
annoyed when he tried to ask questions. The engineer said that he was frustrated in
this job context and that he felt like a flunky in a dead-end job.
Tabulating these reported good and bad feelings, Herzberg concluded that job
satisfiers are related to job content and that job dissatisfies are allied to job context.
Herzberg labeled the satisfiers motivators, and he called the dissatisfies hygiene
factors. The term hygiene refers (as it does in the health field) to factors that are
preventive; in Herzberg’s theory the hygiene factors are those that prevent
dissatisfaction. Taken together, the motivators and the hygiene factors have become
known as Herzberg’s tow factor theory of motivation.
MOTIVATIONAL JOB DESIGN
In order to be effective, management should be concerned with motivating
individuals on the job. Therefore, managers should seek different methods of
designing motivating jobs. Job design should incorporate environmental dynamics,
the organization's resources, and individual preference. Job enlargement, job
enrichment, and the job characteristics model are three methods that can be used in
the process of designing motivating jobs (Robbins & Coulter, 1996).
Job enlargement is a type of horizontal expansion designed to overcome the narrow
focus of highly specialized jobs. It involves the concept of knowledge enlargement--
enrichment of the individual through increased job knowledge/training. Some
examples of the results of enrichment include increased worker satisfaction,
enhanced customer service, and increased accuracy. In contrast, job enrichment is a
vertical expansion that provides for increased worker responsibility
(i.e., planning and evaluating duties). Greater responsibility increases job depth
(worker control) and results in employee empowerment this empowerment often
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Organizational Behavior
leads to a higher quality of output and employee motivation since workers feel
connected to their jobs. The job characteristics model is a method of job analysis
and design which identifies five job characteristics: 1) skill variety (range of
skill/talent), 2) task identity (worker-task connection), 3) task significance (degree of
impact), 4) autonomy (worker freedom/independence), and 5) feedback (worker
critique/performance evaluation).
CONCLUSION
So many factors can be held responsible for the
motivation. Every motivational theory is good or
applicable for every organization. In some
organizations one theory will be working quite well
but it may fail in other organizations because every
organization has a different environment and different
culture. But for any theory to work it is necessary that
there must be some positive and good relationship
among the management and the employees if the
management is good and willing to motivate
employees but the are not ready to accept the change
in their attitudes than the theory will be on a loss.
Management must also consider the capabilities and
skills of the employees. No motivation theory will
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work if the employee management relations are not
good.
Muhammad Irfan MBA (ii) Sec A Roll No 51
