The motivational process

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Contents

Introduction

1. The concept of motivation

2. The motivational process

3. Content theories of motivation

3.1 Maslow's hierarchy of needs

3.2 Frederick Herzberg's two - factors theory

3.3 David McClelland's 3-Need Theory

4. Procedural theory of motivation

4.1 Vroom's Valence-Expectancy Theory

4.2 Theory of Justice

4.3 L. Porter - E. Lawler motivation theory

4.4 Douglas Mcgregor's motivational theory x theory y

5. Staff Motivation in Organizations

Conclusion

References

Introduction

Manageres always understood that in modern management the increasing value is acquired by motivational aspects. The motivation of the personnel is a fixed asset of provision of optimum resource utilization, mobilization of available personnel potential. The main objective of process of motivation is a reception of the maximum return from use of an available manpower that allows to raise general productivity and profitableness of activity of the enterprise.

Feature of staff management at transition to the market is the increasing role of the person of the worker. Accordingly the ratio of motives and requirements against which the motivation system can lean also changes. For motivation of employees of the company today use both financial, and not financial methods of compensation. Meanwhile, a certain picture about a ratio of separate aspects of motivational sphere of employees today and the most effective management methods.

Any management system it is not becomes effective to function, if the effective model of motivation as the motivation induces the concrete individual and collective as a whole to achievement of the personal and collective purposes is not developed.

Evolution of application of various models of motivation has shown both positive, and negative aspects of their application, and it is natural process as in the theory and management practice there is no ideal model of motivation which would meet various requirements. Existing models of motivation are rather various on the orientation and efficiency.

Results of studying of models of motivation don't allow to specify accurately from the psychological point of view that induces the person to work. Studying of the person and its behavior in the course of work offers only some general explanations of motivation, but even they allow to develop pragmatical models of motivation of the worker on a concrete work place.

1. The concept of motivation

Nearly all the conscious behavior of human being is motivated. The internal needs and drives lead to tensions, which in turn result into actions.

A manager requires to create and maintain an environment in which individuals work together in groups towards the accomplishment of common objectives. A manager cannot do a job without knowing what motivates people. The building of motivating factors into organizational roles, the staffing of these roles and the entire process of leading people must be built on a knowledge of motivation. It is necessary to remember that level of motivation varies both between individuals and within individuals at different times. Today in the increasingly competitive environment maintaining a highly motivated workforce is the most challenging task. The art of motivation starts by learning how to influence the behavior of the individual. This understanding helps to achieve both, the individual as well as organizational objectives.

Motivation is a powerful tool in the hands of leaders. It can persuade convince and propel. People to act.

Motivation is a general tendency to believe that motivation is a personal trait. Some people have it and the others don't. In practice, some are labeled to be lazy because they do not display an outward sign of motivation. However, individuals differ in their basic motivational drives. It also depends upon their areas of interest. The concept of motivation is situational and its level varies between different individuals and at different times. If you understand what motivates people, you have at your command the most powerful tool for dealing with them.

Motivation is to inspire people to work, individually or in groups in the ways such as to produce best results. It is the will to act. It is the willingness to exert high levels of effort towards organizational goals, conditioned by the efforts and ability to satisfy some individual need.

Motivation is getting somebody to do something because they want to do it. It was once assumed that motivation had to be injected from outside, but it is now understood that everyone is motivated by several differing forces.

Motivation is a general term applied to the entire class of drives, desires, needs, wishes and similar forces. To say that managers motivate their subordinates is to say that they do those things which they hope will satisfy these drives and desires and induce the subordinates to act in a desired manner.

To motivate others is the most important of management tasks. It comprises the abilities to communicate, to set an example, to challenge, to encourage, to obtain feedback, to involve, to delegate, to develop and train, to inform, to brief and to provide a just reward.

2. The motivational process

Motivation, analyzed as a process that can be represented as a series of sequential steps:

· The first - the need arises. Person feels that he something is missing. He decides to take some action. The requirements are very different, in particular: the physiological, psychological, social.

· The second stage - finding ways to ensure the needs, which can be satisfied by simply suppress or ignore.

· Third stage - setting goals (directions) of action. Determined that it is and by what means you have to do to ensure a necessity. It is revealed that you need to get to eliminate the need to get something that is desirable to the extent possible to achieve a second, what is needed and what actually get, can eliminate the need.

· The fourth stage - implementation of actions. Man expends efforts to implement the actions that offer him the opportunity to acquire necessary that you need to address the needs. Since the process of work has an impact on motivation at this stage can be adjusted goals.

· The fifth stage - the remuneration for the implementation of the action. Having done the necessary work, the man gets what he can use to address the needs, or that it can be exchanged for desired for him. It reveals how the implementation of actions to achieve a desired result. Depending on this, there is a change of motivation to action.

· Sixth stage - elimination needs. The person or terminates its activity before the appearance of new needs, or continues to seek opportunities and implement actions to address needs.

It is very difficult to identify which motifs are the leading motivational process a specific person in specific circumstances. Knowledge of the logic of motivation does not provide a decisive advantage in managing the process. Here the important factor is not obvious motives. You can guess what the motives predominate, but in concrete terms to isolate them hard enough.

3. Content theories of motivation

Before we go into look at the four major content theories of motivation developed by the theorists, it is thus vital to have a general understanding of what content theories are in the first place. Hence so, the content theories also known as the `needs theories' are based on the needs of the individuals. In other words, these theories basically explain why the needs of the humans keep changing overtime thus focussing on the specific factors that motivate them. By doing so, what they try to explain is that the needs of the individuals should be taken into consideration, and thus be satisfied in order to motivate them. To say, if these needs of the individuals are not met or satisfied, then it is unlikely that the people will be motivated to perform the tasks in order to meet the goals and objectives.

3.1 Maslow's hierarchy of needs

Abraham Maslow looked to expand on Human Relations Theory. His argument was that if motivation could be driven by managers filling their employees' needs, then managers should look to understand which of these needs are the most important. Through examinations of people who Maslow believed to be exemplary, such as Albert Einstein and Eleanor Roosevelt, Maslow claimed that people would only be motivated to perform to their fullest extent if their higher order needs would be fulfilled by said performance. In other words, it is not enough for a manager to simply pay their employees more, as pay eventually ceases to become a motivator once people have enough money. Instead, managers must find other needs that their employees possess, and look link performance to the satisfaction of these needs.



The most fundamental and basic four layers of the pyramid contain what Maslow called "deficiency needs" or "d-needs": esteem , friendship and love, security, and physical needs. With the exception of the most fundamental (physiological) needs, if these "deficiency needs" are not met, the body gives no physical indication but the individual feels anxious and tense. Maslow's theory suggests that the most basic level of needs must be met before the individual will strongly desire (or focus motivation upon) the secondary or higher level needs. Maslow also coined the term Metamotivation to describe the motivation of people who go beyond the scope of the basic needs and strive for constant betterment. Metamotivated people are driven by B-needs (Being Needs), instead of deficiency needs (D-Needs).

· Physiological needs.

For the most part, physiological needs are obvious -- they are the literal requirements for human survival. If these requirements are not met, the human body simply cannot continue to function. Air, water, and food are metabolic requirements for survival in all animals, including humans. Clothing and shelter provide necessary protection from the elements. The intensity of the human sexual instinct is shaped more by sexual competition than maintaining a birth rate adequate to survival of the species.

· Safety needs.

With their physical needs relatively satisfied, the individual's safety needs take precedence and dominate behavior. These needs have to do with people's yearning for a predictable orderly world in which perceived unfairness and inconsistency are under control, the familiar frequent and the unfamiliar rare. In the world of work, these safety needs manifest themselves in such things as a preference for job security, grievance procedures for protecting the individual from unilateral authority, savings accounts, insurance policies, reasonable disability accommodations, and the like.

Safety and Security needs include:

1. Personal security

2. Financial security

3. Health and well-being

4. Safety net against accidents/illness and their adverse impacts

· Esteem

All humans have a need to be respected and to have self-esteem and self-respect. Also known as the belonging need, esteem presents the normal human desire to be accepted and valued by others. People need to engage themselves to gain recognition and have an activity or activities that give the person a sense of contribution, to feel accepted and self-valued, be it in a profession or hobby. Imbalances at this level can result in low self-esteem or an inferiority complex. People with low self-esteem need respect from others. They may seek fame or glory, which again depends on others. Note, however, that many people with low self-esteem will not be able to improve their view of themselves simply by receiving fame, respect, and glory externally, but must first accept themselves internally. Psychological imbalances such as depression can also prevent one from obtaining self-esteem on both levels.

Most people have a need for a stable self-respect and self-esteem. Maslow noted two versions of esteem needs, a lower one and a higher one. The lower one is the need for the respect of others, the need for status, recognition, fame, prestige, and attention. The higher one is the need for self-respect, the need for strength, competence, mastery, self-confidence, independence and freedom. The latter one ranks higher because it rests more on inner competence won through experience. Deprivation of these needs can lead to an inferiority complex, weakness and helplessness.

Maslow also states that even though these are examples of how the quest for knowledge is separate from basic needs he warns that these “two hierarchies are interrelated rather than sharply separated”. This means that this level of need, as well as the next and highest level, are not strict, separate levels but closely related to others, and this is possibly the reason that these two levels of need are left out of most textbooks.

· Self-actualization

“What a man can be, he must be.” This forms the basis of the perceived need for self-actualization. This level of need pertains to what a person's full potential is and realizing that potential. Maslow describes this desire as the desire to become more and more what one is, to become everything that one is capable of becoming. This is a broad definition of the need for self-actualization, but when applied to individuals the need is specific. For example one individual may have the strong desire to become an ideal parent, in another it may be expressed athletically, and in another it may be expressed in painting, pictures, or inventions. As mentioned before, in order to reach a clear understanding of this level of need one must first not only achieve the previous needs, physiological, safety, love, and esteem, but master these needs.

Implications for managers and limitations

Maslow's theory implies that managers cannot simply pursue a single all encompassing theory of management, such as scientific management or human relations theory, if they wish to maximize the performance of their workers. Instead, they must look to fulfill all their employees' needs through their management style and the design of the job and financial rewards.

For physiological needs, managers need to provide employees with the opportunity to rest and eat, as well as wages to purchase food and drink. To fill security needs, workers need a safe working environment with job security, together with a wage that is enough to afford their desired lifestyle, house and quality of life. Social needs require managers to focus on team work and social events, as well as giving employees a chance to socialize outside of work, and esteem needs are fulfilled through recognition of achievements, rewards for good performance and a merit based promotion system. Finally, self-actualization can only be achieved by allowing employees to reach what they feel is their full career potential, and allowing them to continue to develop as they do. The main limitation of Maslow's theory is that different people will place different weightings on their needs, and will have different relationships between motivating factors and their needs. For example, some people may see money as merely fulfilling a security need, and will be happy to work to a certain level of wages and achievement. In contrast, some people may see their earning power as a key part of their self esteem, and will work harder and harder if they are given the opportunity for increasing financial rewards. It is also difficult for a manager to determine what need is driving an employee at any one time, particularly as employees' needs will often be affected by external factors such as their family life and social life outside of work.

In addition, there is no empirical evidence to support Maslow's hierarchy as applying to all people, and there is evidence to support a different order of needs in many circumstances. For example, people such as Ghandi and Mother Teresa sacrificed some of their security to help others, hence achieving esteem and self actualisation without fulfilling their security needs. Also, many artists and actors will struggle by on minimum wages, with only minimum food and security, in the pursuit of recognition and achievement within their chosen career. There is also little evidence to support the argument that people focus on one need at once, and will often consider many needs when making a decision.

3.2 Frederick Herzberg's two - factors theory

In an effort to better understand the factors which motivated employees, Frederick Herzberg performed in dept interviews with employees looking to determine which aspects of their job they liked, and which caused them displeasure. This study revealed that one set of factors caused job satisfaction, whilst a different set of factors tended to cause job dissatisfaction. As a result, an absence of certain factors would demotivate employees, but increasing these factors past a certain level would not motivate the employees any further. In contrast, some factors would not demotivate employees if they were absent, but it they were provided they would increase employee motivation.

These results led Herzberg to terms the factors which could motivate employees `motivators' whilst the factors which caused dissatisfaction if they were absent were referred to as `hygiene' factors. As such, Herzberg developed that Motivation-Hygiene theory, also known as the Two Factor theory, to explain how managers could use these factors to motivate their employees.

The following factors were indicated as the most important hygiene factors:

· Company policies

· Quality of supervision

· Employee's relationship with their boss

· General working conditions

· Salary

· Employee's relationship with their peers

Whilst the following were the most important motivators:

· Potential for achievement

· Receiving recognition

· The work itself

· Being given responsibility

· The potential for advancement

· The potential for growth

As such, whilst an employee who has bad relationships with their peers will perform worse, someone with excellent relationships with their peers will not necessarily perform any better than those with good relationships. Furthermore, someone who has no responsibility will not perform any worse than someone with a small amount of responsibility, but someone with a good level of responsibility will perform better than both of them.

Herzberg argued that these results occurred because of the two distinct human needs represented by the two sets of factors. The hygiene factors represented physiological needs which people expected to be fulfilled: people will generally feel bad if they are hungry, poor or lonely but being full and rich does not guarantee happiness. In contrast, the motivation factors represented psychological needs that were seen as a bonus: people do not have to receive recognition to be happy, but in general receiving genuine recognition will always boost someone's mood and motivation.

In addition, Herzberg observed that the hygiene factors tended to be external to the work: policies and salary would be set by the company, whilst relationships did not depend on what job was being done. As such, Herzberg referred to these factors as “KITA” factors, which stands for “Kick In The Ass”, as he believed that these incentives could only be used as a punishment. As such, they would only result in limited, short term benefits, as the employee would merely have to perform to avoid them being taken away. In contrast, the motivation factors were part of the work itself, and hence the harder the employee worked, the greater the motivation factors would become. Therefore these factors will tend to motivate employees to work harder.

The motivation-hygiene theory implies that managers must focus their efforts in two areas: ensuring that hygiene factors are sufficient to avoid any employee dissatisfaction, whilst also ensuring that the work is rewarding and challenging enough to motivate employees to work harder. Indeed, Herzberg argued that managers must focus on job enrichment in order to motivate employees, and this must represent a continuous management process. As such, not only must the job be challenging and interesting enough to utilise the employee's ability, but employees who have proven themselves must be given more challenging roles and increased responsibility in order to continue to be motivated. As such, if a job does not fully utilise an employee's abilities, the task should be automated or given to someone with a lower level of skill, to avoid demotivation.

However, it has been argued that the two-factor result is a natural reaction to asking employees around the sources of satisfaction and dissatisfaction in their work. This is because people will tend to claim that their own performance and role provides them with satisfaction, whilst blaming any dissatisfaction on factors outside their control, such as salary, managers and colleagues. In addition, there is little evidence to support the argument that factors which provide job satisfaction will always increase employee motivation.

3.3 David McClelland's 3-Need Theory

McClelland's approach is not particularly associated with a theoretical perspective, but identifies three needs important in the workplace. The presence of these needs can be examined in various ways, but McClelland's drew upon Murray's use of projective pictures and story telling as a way of identifying the position of these needs in a leader.

Power Needs (nPOW)

Yukl (1989) reviewed the results of McClelland's theory in predicting leadership. Power stories reflect influencing others, defeating an opponent or competitor, winning and argument, or attaining a position of greater authority. Persons with low need for power may lack the assertiveness and self confidence necessary to organize and direct group activities effectively.

A high need for power may be expressed as "personalized power" or "socialized power." People with high personalized power may have little inhibition or self control, and they exercise power impulsively. Correlated with this are tendencies to be rude, excessive use of alcohol, sexual harassment, and collecting symbols of power (e.g., big offices, desks, fancy cars, etc.). When they give advice or support, it is with strategic intent to further bolster their own status. They demand loyalty to their leadership rather than to the organization. When the leader leaves the organization there is likely disorder and breakdown of team morale and direction.

Socialized power need is most often associated with effective leadership. These leaders direct their power in socially positive ways that benefit others and the organization rather than only contributing to the leader's status and gain. They seek power because it is through power that tasks are accomplished. They are more hesitant to use power in a manipulative manner, are less narcissistic and defensive, accumulate fewer material possessions or symbols of power or status, have a longer range perspective, and are more willing to receive consultation and advice. They realize that power must be distributed and shared, and that everyone must have a sense of influence over their own jobs. Effective leaders empower others who use that power to enact and further the leader's vision for the organization. For technical managers, need for achievement was predictive of advancement through lower levels of management, but power was predictive of higher levels of attainment.

· Achievement Need (nACH)

Achievement is reflected in stories about attaining challenging goals, setting new records, successful completion of difficult tasks, and doing something not done before.

High need achievers prefer a job in which success depends on effort and ability rather than on chance and factors beyond their control (locus of control). They prefer tasks that enable them to exercise their skills and initiation in problem solving. They want frequent and specific feedback about performance so they can enjoy the experience of making progress toward objectives. People scoring high are often found in jobs such as sales representative, real estate agent, producer of entertainment events, and owner-manager of small business. For managers in large organizations, moderate to high achievement is secondary to higher power needs. If achievement is dominant, the manager may try to achieve objectives alone rather than through team development.

· Affiliation Need (nAFF)

Affiliation themes are revealed in stories about establishing or restoring close and friendly relationships, joining groups, participating in pleasant social activities, and enjoying shared activities with family or friends. It reflects behaviors toward others that are cooperative, supportive, and friendly and which value belonging and conformity to the group. They obtain great satisfaction from being liked and accepted by others, and prefer to work with others who prefer group harmony and cohesion (e.g.., relationship-centered, Jungian Type F's).

A person low in affiliation tends to be a loner who is uncomfortable socializing with others except for a few close friends or family (introversion?). They may lack motivation or energy to maintain high social contacts in networking, group presentations, public relations, and building close personal relations with peers and subordinates so necessary for most managers.

Those with strong nAFF are reluctant to let work interfere with harmonious relationships. Moderate nAFF is related to effective management, since strong needs often lead to avoidance of unpopular decisions, permitting exceptions to rules, and showing favoritism to friends. This often leads to subordinates feeling confused about rules, playing to the manager's likes, and becoming anxious about what might happen next (inequity).

· Combinations for Managerial Success

For managers in large organizations, power is most related to success, promotion, and accomplishment of objectives. Achievement and affiliation follow in that order, and are useful in creating a challenging and team spirited work environment. Greater career advancement and higher performance ratings are often related to both high power and achievement. For entrepreneurial managers (e.g., owner-managers of small, entrepreneurial organizations or autonomous subsidiaries of large organizations), high achievement is most obvious, followed by moderately high power and low affiliation.

In the figure below, each of the three needs can be over- or under-expressed, thereby leaving the leader in a position of potential abuse or insufficiency. In most cases, moderate to high ratings in these areas are desirable rather than excessively high or low ones.

4. Procedural theory of motivation

The rich theory of motivation based on the needs associated with These determinants of human behavior. Procedural Theory see the motivation in other ways, in their analysis?? uetsya how people distributes the effort to achieve various goals and how to choose particular type of behavior. Procedural theory do not dispute the existence of needs, but they believe that human behavior is determined not only by them.

According to the procedural theories of individual behavior is also a function their perceptions and expectations related to the tribute the situation and possible effects of the selected type of behavior. There are three basic procedural theory of motivation: the theory of expectations, theory of justice and the Porter-Lawler model.

4.1 Vroom's Valence-Expectancy Theory

Attacking Herzberg's two-factor theory, Vroom offered an expectancy approach to the understanding of motivation. According to him, a person's motivation towards an action at any time would be determined by an individual's perception that a certain type of action would lead to a specific outcome and his personal preference for this outcome.

There are three variables of Vroom's model given in the form of an equation. Since the mode is multiplicative, all the three variables must have high positive values to imply motivated performance choices. If any of the variables approaches zero, the probability of motivated performance approaches zero.

Motivation = Valence*Expectancy*instrumentality

Valence is the strength of an individual's preference for a reward, expectancy is the probability that particular action will lead to a desired reward and instrumentality denotes an individual's estimate that performance will result in achieving the reward. Thus, if an individual has a particular goal, some behaviour must be produced in order to achieve that goal. He will weigh the likelihood that various behaviors will achieve the desired goals and if certain behaviour is expected to be more successful than others, that particular behaviour will be preferred by the individual.

(a) Valence (reward preference): it refers to the strength of an individual's preference for receiving a reward. It is an expression of the value he places on a goal (outcome or reward). The value attached to a goal or reward is subjective as it varies from person to person. For instance, if a young and dynamic employee wants a promotion, has high valence or strength for that employee. Similarly, a retiring employee may have high valence for reemployment.

People have different valence for various outcomes. The relative valence they attach to various outcomes is influenced by conditions such as age, education and type of work. The valence of a person for a goal may be positive or negative depending upon his positive or negative preference for this goal. If a person is indifferent to an outcome, his valence is zero. Thus, the total range of valence is from -1 to +1.

(b) Expectancy (Effort-Reward Probability): it refers to the extent, to which the person believes that his efforts will lead to the first level outcome, i.e., completion of a task. Expectancy is stated as a probability, i.e., as individual's estimate of the probability of an outcome from an action. Since, it is an association between effort and performance, its value may range from 0 to 1. if the individual feels that chances of achieving an outcome are zero, he will not even try. On the other hand, if expectancy is higher, the individual will put higher efforts to achieve the desired outcome.

(c) Instrumentality (performance-Reward Probability): it refers to the probability to which the performance (first level outcome) will lead to the desired reward (second level outcome). For instance, an individual wants a promotion and feels that superior performance is very important in achieving promotion. Superior performance is the first level outcome and promotion is the second level outcome. The first-level outcome of high performance acquires a positive valency by virtue of its expected relationship to the preferred second level outcome of promotion. In other words, superior performance (first-level outcome) will be instrumental in obtaining promotion (second level outcome). The value of instrumentality also ranges from 0 to 1, as it is the probability of achieving the desired outcome.

Motivation is the product of valance, expectancy and instrumentality. These three factors in the expectancy model may exist in an infinite number of combinations depending upon the range of valence and the degrees of expectancy and instrumentality. The combination that produces the strongest motivation is high positive valence, high expectancy and high instrumentality. If all the three are low, the resulting motivation will be weak. In other cases, motivation will be moderate. Similarly, the strength of avoidance behaviour will be determined by the negative valence and expectancy and instrumental factors.

As said above, the motivational force will be highest when expectancy, instrumentality and valence are all high. The management must recognize factors for behavioural modification, so that these three elements achieve the highest value individually.

A worker may exhibit a poor behaviour due to:

1. Low effort-performance expectancy: the worker may lack the necessary skills and training to believe that his extra efforts will lead to better performance. The management could provide the relationship between efforts and performance.

2. Low performance-reward instrumentality relationship: similar performance may not lead to similar rewards. The reward policy may be inconsistent and may depend upon factor other than performance, which the worker may not be aware of or may not consider fair. The management must re-evaluate the appraisal techniques and formulate policies that strengthen performance-reward relationship as just and equitable.

The important contribution of Vroom's model is that it explains how the goals of individuals influence their efforts and that the behaviour individuals select depends upon their assessment of the probability that the behaviour will successfully lead to the goal. For instance, all people in an organisation may not place the same value on such job factors as promotion, high pay, job security and working conditions. In other words, they may rank them differently. Broom is of the opinion that what is important is the perception and value the individual places, high value on salary increase and perceives superior performance as instrumental in reaching that goal. According to broom, this individual will strive towards superior performance in order to achieve the salary increase. One the other hand, another individual may highly value promotion and perceive political behaviour as instrumental in achieving it. This individual is not likely to emphasize superior performance to achieve the goal.

In essence, vroom emphasizes the importance of individual perception and assessment to organisational behaviour. What is important here is that what the individual perceives as the consequence of a particular behaviour is far more important than what the manager believes the individual should perceive. Thus, Vroom's model attempts to explain how individual's goals influence his efforts and like need-based models reveal that individual's behaviour is goal-oriented.

4.2 Theory of Justice

he theory of justice popularized in J. Stejsi Adams, on-stuliruet that people subjectively determine the relation of the received cart-rewarding to the spent efforts and then correlate it with voznagrazhde-niem other people performing similar work. This theory baziru-etsja on the statement that at determination of focus of purposeful th behavior employees consider two fundamental estimations:

1. «That I give the organizations?» This contribution includes efforts, experience, formation, skills and preparation.

2. «I will receive what compensation, especially in comparison with voznagra-zhdeniem other employees performing the same work?». Vozna-grazhdenie in this case can have the various form: for-rabotnaja a payment, additional benefits, awards, working conditions and status indicators.

At carrying out of these two estimations, the person in mind removes is specified the ratio characterizing justice of a management on otnosheniju to it. The person feels that it concern fairly if relations of compensations to costs are equal among themselves.

The justice theory, probably, the easiest for perception from all motivational models, and it possesses the greatest value for the manager who wants to understand motivation of the subordinates. Old expression «time - a shame to you Has deceived me, has deceived me twice - a shame to me!» Especially well approaches to relations between the manager and sluzhashchimi.

Here some the key moments which each manager should remember the justice theory:

· Problems with subordinates arise when they feel that with them have unfairly managed.

· Very much there is no saying, as subordinates perceive dependence meanwhile that they put in the work and that they receive from it. Therefore managers should observe regularly of, whether their subordinates schithaw that them concern fairly.

· Standards of managers for measurement of the contribution of subordinates in general work and for determination of suitable level of their award should be known for all still before work has begun, and should be having appeared-leny in clearer and clear form.

· Employees not their absolute level nagrady, and in comparison with the colleagues most of all interests.

If the contribution exceeds compensation, the person feels not udovletvoryonnost, the rage and considers that with it have arrived unfairly. If compensation exceeds the contribution of the person to goal achievement organizatsii, he tests sense of guilt since considers that "deceives" the manager. Adherents of the theory of justice are assured that each of these two negative sensations influences motivation and forces the person to act so that to recover sense of justice. That behavior consists that the person or starts to work as me th assiduously, or applies more efforts to overcome feeling of vi thee. Other workers who have felt the unfair relation to, can try to change behavior of the fellow workers to recover justice.

Finally, employees can simply change the sights at comparative value of contributions and compensations or by conscious revaluation of the primary inquiries, or by means of such intellectual protective mechanism, as rationalization.

4.3 L. Porter - E. Lawler motivation theory

The complex procedural theory of motivation known as a porter's model - Loulera, is constructed on basic elements of the theory of expectation and the justice theory. Two researchers of Lajman Malt liquor and Edward Louler have developed model, having included in it five variables:

· The spent efforts

· Perception

· The received results

· Compensation

· Satisfaction level

The porter's model maintenance - Loulera is reduced to the following: to reach certain results and to obtain worthy reward, the person spends the efforts depending on its capabilities, experience and qualification. Thus the size of efforts is determined by value of compensation. Considerable influence on results renders comprehension by the person of the role in the course of work. As well as in the theory of a goal setting, compensation can be internal (content about performed works, feeling of competence and self-affirmation) and external (work pay increase, the award, gratitude of the head, job development). The perception of compensation determines level of satisfaction which, in turn, will influence behavior of a forehead-century in the future.

Malt liquor and Louler on the basis of the analysis of the offered model have drawn a conclusion that productive work leads to satisfaction. This conclusion radically will cause a stir from those positions on which there were representatives of early theories of human relations who considered that the satisfied workers yield the best results.

The merit of Malt liquor and Loulera consists that their theory has brought the basic contribution to understanding of motivation.

influence motivational activity justice

4.4 Douglas Mcgregor's motivational theory x theory y

In his 1960 book, The Human Side of Enterprise, Douglas McGregor proposed two theories by which to view employee motivation. He avoided descriptive labels and simply called the theories Theory X and Theory Y. Both of these theories begin with the premise that management's role is to assemble the factors of production, including people, for the economic benefit of the firm. Beyond this point, the two theories of management diverge.

Theory X

Theory X assumes that the average person:

· Dislikes work and attempts to avoid it.

· Has no ambition, wants no responsibility, and would rather follow than lead.

· Is self-centered and therefore does not care about organizational goals.

· Resists change.

· Is gullible and not particularly intelligent.

Essentially, Theory X assumes that people work only for money and security.

Theory X - The Hard Approach and Soft Approach

Under Theory X, management approaches can range from a hard approach to a soft approach.

The hard approach relies on coercion, implicit threats, close supervision, and tight controls, essentially an environment of command and control. The soft appoach is to be permissive and seek harmony with the hope that in return employees will cooperate when asked to do so. However, neither of these extremes is optimal. The hard approach results in hostility, purposely low-output, and hard-line union demands. The soft approach results in ever-increasing requests for more rewards in exchange for ever-decreasing work output.

The optimal management approach under Theory X probably would be somewhere between these extremes. However, McGregor asserts that neither approach is appropriate because the assumptions of Theory X are not correct.

The Problem with Theory X

Drawing on Maslow's hierarchy, McGregor argues that a satisfied need no longer motivates. Under Theory X the firm relies on money and benefits to satisfy employees' lower needs, and once those needs are satisfied the source of motivation is lost. Theory X management styles in fact hinder the satisfaction of higher-level needs. Consequently, the only way that employees can attempt to satisfy their higher level needs in their work is by seeking more compensation, so it is quite predictable that they will focus on monetary rewards. While money may not be the most effective way to self-fulfillment, in a Theory X environment it may be the only way. Under Theory X, people use work to satisfy their lower needs, and seek to satisfy their higher needs in their leisure time. But it is in satisfying their higher needs that employees can be most productive.

McGregor makes the point that a command and control environment is not effective because it relies on lower needs as levers of motivation, but in modern society those needs already are satisfied and thus no longer are motivators. In this situation, one would expect employees to dislike their work, avoid responsibility, have no interest in organizational goals, resist change, etc., thus making Theory X a self-fulfilling prophecy. From this reasoning, McGregor proposed an alternative: Theory Y.

Theory Y

The higher-level needs of esteem and self-actualization are continuing needs in that they are never completely satisfied. As such, it is these higher-level needs through which employees can best be motivated.

Theory Y makes the following general assumptions:

· Work can be as natural as play and rest.

· People will be self-directed to meet their work objectives if they are committed to them.

· People will be committed to their objectives if rewards are in place that address higher needs such as self-fulfillment.

· Under these conditions, people will seek responsibility.

· Most people can handle responsibility because creativity and ingenuity are common in the population.

Under these assumptions, there is an opportunity to align personal goals with organizational goals by using the employee's own quest for fulfillment as the motivator. McGregor stressed that Theory Y management does not imply a soft approach.

McGregor recognized that some people may not have reached the level of maturity assumed by Theory Y and therefore may need tighter controls that can be relaxed as the employee develops.

Theory Y Management Implications

If Theory Y holds, the firm can do many things to harness the motivational energy of its employees:

· Decentralization and Delegation - If firms decentralize control and reduce the number of levels of management, each manager will have more subordinates and consequently will be forced to delegate some responsibility and decision making to them.

· Job Enlargement - Broadening the scope of an employee's job adds variety and opportunities to satisfy ego needs.

· Participative Management - Consulting employees in the decision making process taps their creative capacity and provides them with some control over their work environment.

· Performance Appraisals - Having the employee set objectives and participate in the process of evaluating how well they were met.

If properly implemented, such an environment would result in a high level of motivation as employees work to satisfy their higher level personal needs through their jobs.

5. Staff Motivation in Organizations

The role of motivation in a modern day organization cannot be overemphasized. In fact, motivation now serves as a vital tool to get the aims, goals and objectives of an organization achieved. Most workers are no longer accepting any less from their employers as far as their fulfillment on the job is concerned. There is high rate of workers transition or labour turnover as workers move from one job to another for better life, better pay, packages, etc.

Most human resource department in organizations are more concerned about the motivating side of workers. This is because organizations have come to understand that workers motivation has direct relationship with productivity, profitability and sustainability of the firm. Salary or monetary compensation is no longer serving as a motivator but just enough to satisfy some of their needs. In fact, the general norm today is that no organization can pay the worth of a worker and their must be other means devise to keep the best brains from looking outside or putting forth application letters while on the job.

Motivation is taking new dimension in 21st century organization wherein special attention is being paid to the concept. Human resource departments now see it as one of the most important function they play to ensure the efficiency of the organization. Gone are the days when organizations believe that 'workers should work, firm should pay'. Today, monetary and non-monetary compensations are being put in place to drive home the goals of the organization more so that organizations are now highly competitive and looking for a way to draw the best brains from all over the place and have them in their firm only and thus, becoming the market leader in respect to best workforce.

Five Non Monetary Items Employees Want in the Workplace :

· Opportunity to Learn, Develop and Advance as an Employee.

Employees understand they need to grow, learn and develop new skills in order to advance. The ability to be able to choose their assignments and rise to new challenges offered by new responsibilities.

· Flexible Hours.

Family, children, friends, church, sports, hobbies and other activities all have demands on today's employees. A flexible schedule or the occasional afternoon off can help employees meet some of these obligations. By allowing some flexibility in an employees schedule you can increase their desire and motivation.

· Recognition.

In today's high paced work environment it is reported that employees consider recognition of their work and efforts rare and infrequent. Think about it - What better way to have an employee continue their good work and success then to offer them praise-verbal, written or ideally a public announcement.

· The Opportunity to Contribute.

- The opportunity to be part of the team.

- To work closely with managers and management.

- To be involved in key decisions.

- To be listened to and heard.

· Independence and Autonomy.

Employees want to be able to work independently. They do not want someone constantly watching over them and questioning their every move. They like to receive their assignments -preferable with the time frame required for completion and then have the independence to complete the work given the guidelines and framework you have set on their own merits.

These benefits can go a long way in creating Employee/Employer loyalty and respect. This clearly demonstrates there are many points, besides money, to consider when you establish your management and employee policies.

Monetary Bonuses and Incentives Versus Gifts & Awards :

Research on what employee's value for rewards and recognition indicated a monetary reward only ranked 12th in a list of items important to employees. It is true, we all need money for the expenses of day to day living but studies indicate that when employees receive a monetary bonus it is typically used to pay bills, expenses or purchase something that the employee needs, not some thing they truly enjoy. Consequently money becomes a very in-personal gift.

Conversely, if you want to give a very sincere gift that not only says thanks but will help create the loyalty, dedication and motivation you would like your employees to have, consider a gift or award that will touch them personally. Something they will truly enjoy and use or some thing that brings them pleasure in their leisure or family time.

Conclusion

Motives play a crucial role in labor activity of the person. Without them labor activity can't be performed at all reasonablly. But motives happen different and can influence with various force, causing the directed or not directed activity of the person.

Practical function of motivation consists in matching of various methods and methods of effective influence on the personnel with a view of its orientation to productive activity taking into account motivational installations of workers and their professional and personal potential.

Efficiency of this or that motivational system in practical activities in many respects depends on controls though certain steps to increase of a role of the enterprises to development of own systems of motivation which on a concrete interval of time allow to put into practice the purposes facing the enterprises and tasks in the conditions of market relations are during the last years taken.

There are no uniform methods of motivation of the personnel, effective during all times and under any circumstances. However, any method applied by the head is based on the strategy of human resources management chosen by firm. It means that a choice of a concrete method of motivation should determine, first of all, general strategy of staff management to which followed or wishes to follow firm.