DYNAMICS OF MOTIVATION IN AN ORGANIZATION.
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DYNAMICS OF MOTIVATION IN AN ORGANIZATION.
Chapter one
1.0 Introduction
Productivity and Total Quality Experts say we need to be smarter, not harsher. While it is true that a good education and adequate skins training are required if one wants to work intelligently, the process does not stop there.
Today’s workers require informative and encouraging feedback, as well as “desired motivation,” in order to translate their efforts into acceptable compensation.
Motivational systems are limited in their scope and do not encompass all types of workplace incentives. They do not include wages and salaries, or payment and merit.Pay, overtime, holiday pay, and differentials. According to Obisi (1996).
Motivation is anything that is given or received in exchange for doing something good or working harder; in this situation, we must include both monetary and non-monetary incentives.
Motivations are also offered to employees as an encouragement for their job performance; it is an additional reward that makes the recipient happy.
It also serves as a bonus in exchange for a job well done. This is enticement, which is aimed at motivating and encouraging employees to perform harder and smarter.
Motivation, monetary or non-monetary, is a motivator. However, monetary benefits are external, whereas non-monetary ones are inside.
However, Idowu (2000) confirmed that an organization’s motivational system has a significant impact on job satisfaction and performance, as does the number, quality, value, and distribution of incentives. A smart manager takes these variables into account when devising and delivering awards to inspire employees in an organisation.
According to Kreitner, Kinicki, and Buelens (2002), motivations are an ever-present and contentious aspect of organisational life. Some individuals consider their jobs as a source of income and little else. Others enjoy their professions and the interaction with coworkers; some even volunteer and donate to charitable organisations.
The Red Cross, for example, walks away with motivation in the form of social acknowledgment and the satisfaction of having given of their time without expectation. As a result, the subject of organisational motivation encompasses, but extends much beyond, monetary reward.
For any organisation or company looking to motivate its personnel, the “fire-fighting approach” is counterproductive and should be avoided. It allows for security and melancholy, among other things, because the organization’s growth would seek ways to translate into their own fortune, and employees appear to be very concerned with the organization’s operation.
As a result, customers’ and owners’ interests are only protected when the climate for high productivity is favourable; thus, any organization’s management should recognise that motivation at work is a total concept that should be viewed from a universal rather than a parochial perspective. The term reward management includes both
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Strategy and pay system implementation. Personnel sections have traditionally been concerned with payment levels and programmes, whilst finance divisions have been responsible for the process of paying employees.
It integrates other improvements in the pay administration system and policy, such as decentralisation of pay level determination, consistent appraisal schemes, flexible working practices, and performance-based pay pricing (2004).
In addition to viewing motivation as an expense, a manager can use it to influence employee behaviour and increase organisational performance. The way workers are compensated influences the quality of their work: their attitude towards consumers and their readiness to adapt.
1.1 Statement of the Problem
Every organization’s primary goal is to maximise its profits. All factors of production must be appropriately channelled to achieve a certain purpose in order for an organisation to profit.
Man stands out among all components of production because he is the one who puts all of the other factors, such as land, capital, and so on, to use. Regardless, man’s skill remains insatiable.
Motivation for higher performance occurs when workers are psychologically tuned to a favourable disposition, which allows them to perform in a specific manner.
A worker’s dedication and efficiency at work are heavily influenced by the type of motivation he receives. Levels of rewards and motivating elements differ from one person to the next, as well as from organisation to organisation.
Organisations invest significant time and money in reward systems, yet often fail to deliver the desired motivational impact. This occurs as a result of too much emphasis on monetary rewards.
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