MOTIVATIONAL TYPES

 

Motivation formulates an organization more successfully because provoked employees are constantly looking for improved practices to do a work, so it is essential for organization to persuade motivation of their employees (Kalimullah et al.,2010).  Unsatisfied needs are tensions that stimulate drives within the individual (Ramallah, 2004).  Individuals establish different organization goals to be reached.  Managers must provide basic incentives for people to accomplish their given goals.

Employee motivation defined by Robbins (1993) is the willingness to exert high level of efforts towards organization goals, is conditioned by efforts and ability to satisfy some individual needs.  Employers in order to motivate employees must be able to satisfy the needs of their employees. Among financial, economic and human resources, the latest are more essential and have the capacity to endow a company with competitive edge as compared to others (Rizwan et al., 2010).

Employee motivation is one of the management policies that managers use to increase effective job management among employees in organization (Shadare et al., 2009).  Motivated employees are believed to be more productive (Herzberg, 2003; Linder 1998; Wright, 2001).  A motivated employee is responsive to the organizations objectives which he strives to achieve to help promote the organizations effectiveness.  It is therefore important as an organization to put in policies that will motivate employees to be effective in their field of work.

It can also be established that employee motivation can be intrinsic or extrinsic Bryan, Joyce & Weiss (2006); Kiger (2006); Kehr, (2004) state that motivation can be either internal or external, it can be viewed as push or pull determinants.

Quileyand Tymon, (2005), intrinsic   motivation is the   key   motivation   component   of   employee empowerment and individuals are responsible for achieving their own career success.  It is based on positively valued experiences that a person receives directly from their work tasks such as meaningfulness, competence, choice and progress. Bryan, et al (2006);

Kiger (2006) explain that external motivators depend on outside factors to push the individual to complete a task or project, Kehr, (2004). Extrinsic rewards are based on reward and punishments controlled by the organization. The organization has to encourage managers to step to the front lines and become pragmatically involved in the day-to-day operations of the business as possible. Many managers view themselves as being somewhat than other employees and this viewpoint can be disastrous during difficult financial periods Quiley and TymonJr,(2005). Managers should be creative among employees in the organization, search for ways to improve processes and performance so it might become cheaper, faster and more efficiency.

 

Managers can increase employee motivation by seeking employees' input on daily decisions. The ability to make good decisions should not be the sole responsibility of the managers, but a concerted effort by individuals with the best knowledge of the situation. When employees are encouraged to make their own decisions, managers should not micromanage, but allow employees to learn from their mistakes and learn to tolerate some learning errors. Other motivators that can be implemented by management include providing social interaction and teamwork, implementing goals and challenges, and instituting employee appreciation programs (Zimmer, 1998).

 

REFERENCES:

Kalimullah A. R., Yaghoubi N. M., Moloudi J., European Journal of Economics,

       Finance and Administrative Sciences 24 (2010) 165-171

Kalimullah A. R., Yaghoubi N. M., Moloudi J., European Journal of Economics,

       Finance and Administrative Sciences 24 (2010) 165-171

Kalimullah A. R., Yaghoubi N. M., Moloudi J., European Journal of Economics,

       Finance and Administrative Sciences 24 (2010) 165-171.

·         Herzberg, F, Mausner, B&Synderman B.B (2003): The Motivation of Works (2ndedition) New York John Wiley and Sonsinc.

·         Kalimullah A. R., Yaghoubi N. M., Moloudi J., European Journal of Economics, Finance and Administrative Sciences 24 (2010) 165-171

·         Kehr, (2004). Human Resource Information systems. Boston: PWS-Kent.

·         Kiger (2006); Organizational Behaviour and Management, 3rdEditio

·         Quiley and Tymon Jr,(2005). HRIS Development: A Project Team Guide to Building an Effective Personnel Information System. New York: Van Nostrand Reinhold.

·         Robbiun, G (1998) Impact of Motivation on employees Performance, Journal, vol 4, issue 2, pg 22-31, MMT Publication limited

·         Ramallah, 2004, Leadership and Performance Beyond Expectations. New York Free Press

Rizwan et al., 2010. ―Ethics, Character, and Authentic Transformational Leadership Behavior―Leadership Quarterly:   Special   Issue, PartI: Charismatic   and   Transformational Leadership: Taking Stock of the Present and Future, 10(2): 181-217

·         Shadare et al., 2009.  Strategy and Human Resources: A General Managerial Perspective. Englewood Cliffs, N.J Prentice Hall, pp.34-35

·         Zimmer, 1998). Human Resource Management: A critical text, London, Routledge.