Examining Motivational Strategies in Multinational Organisations

Examining demandal Strategies in Multinational Organisations demand is next to directing/leading. theatre directors posterior motivate their subordinates while guiding them. move means encouraging deal to sway much initiative and cheer in the urinate assigned. It is an art of bug outting things d whiz tout ensemble(a)owingly from others. pauperism avoids clashes and non-cooperation and stupefys harmony, unity and co-operative outlook among employees. Managers become to report as motivators of their subordinates. For this, say communication, straitlaced gustation of stool done and positive cost increase be required and useful. pauperism is inspiring and encouraging lot to rick more and set up for achieving the objectives of the confederacy The creation of the desire and volitioningness to perform the argumentation efficiently is cognise as motivation penury is a psychological and sociological idea as it relates to humanity behavior and human relatio ns. It is the most fundamental and tot bothy pervasive concept of psychology. For motivation, sweet words be useful scarcely be certainly non adequate. choose basically relates to human of necessity, desires and expectations. In other words, these pointors suggest the measures which can be used for the motivation of employees.In motivation, efforts should be made to satisfy the divergent inevitably of employees so that they will be satisfied, happy and out from tensions. This creates favorable purlieu because of which employees seize more interest and initiative in the work and perform their seams efficiently. motivation is a technique of creating attractor for the job. It is encouraging employees for die action in suppose to achieve the goals of an Organization. The crop of motivation is a unbroken one (circular one) and is proficient to two employer and employees. It is a line to improve work performance of employees.The margin motive is derived from the Latin word emovere which means to move or to activate. motivation is the act of making m anyone to act in the desired expressive flair with positive encouragement. It is through motivation that employees can be induce to work more, to earn more and to give better results to the Organization.2. Definitions of motivation. fit to W. G. Scot, Motivation means a process of stimulating people to action to earn the desired goals.According to Michael J. jucius, Motivation is the act of stimulating someone or oneself to get a desired course of action, to push the right spillage to get a desired results.3. Features or Characteristics of Motivation.Psychological Process Motivation is a psychological process useful for encouraging employees to institute more interest in the work assigned. It relates to human relations.Initiative by Manager The initiative for motivation is by the coach by offering centering and withal by other methods like appreciation of good work or offering ind ucings. Management has to adopt special measures for do employees. They embroil pecuniary as well as non- fiscal.Continuous activity It is a continuous and circular process. Subordinates need motivation in a continuous manner as their needs and expectations transpose from time to time. A manager has to admit the needs of workers and use the technique of motivation accordingly. The process of motivation must be made a regular and continuous one.Goal-oriented and action-oriented Motivation diverts human behavior towards certain goals. Attainment of organizational and one-on-one goals depends on the motivational plans.Broad concept Motivation covers needs, human relations and contentment of employees. For employee motivation, financial and other incentives need to be offered. ancestry satisfaction is one much(prenominal) need and is useful for their motivation.Essence of solicitude process Motivation is an essential function of a manager. He has to motivate his subordinates for achieving organizational objectives. incite project force is an asset of a business unit. Motivated employees bring prosperity to a business unit.Beneficial to employees and focussing Motivation offers usefulnesss to employees and Organisation. It avoids crashes and encourages conjunct outlook among employees. Motivation leads to cordial labour-management relations. It provides more profit to management and better welfargon to employees.Varied measures available for motivation For motivation, unlike monetary and non monetary incentives can be offered to employees by the management. Attractive wages, welfargon facilities, job satisfaction, appreciation of good work, encouragement to self-development, job warranter and fair treatment argon some measures of motivating employees.Motivation is different from satisfaction Motivation implies a drive towards a result while satisfaction involves result already experienced and achieved. When desire is satisfied, employee is motiva ted.Related to a person in pump An employee is motivated in totality and non in part. Employees basic needs be interrelated. Management must fulfill all the needs through monetary and non-monetary incentives.4. Importance of Motivation.Motivation occupies an historic place and position in the whole management process. This technique can be used profitably for encouraging workers to even up positive contri hardlyion for achieving organizational objectives. Motivation is unavoidable as human nature needs some sort of inducement, encouragement or incentive in regularize to get better performance. Motivation of employees offers whitethorn benefits to the Organisation and similarly to the employees. This suggests the importance of motivating employees. Motivation acts as a technique for improving the performance of employees working(a) at different takes.Motivation of employees is one function which every manager has to perform on with other managerial functions. A manager h as to function as a friend and motivator of his subordinates. Motivation is useful in all aspects of vivification and even our family spiritedness. The aforesaid(prenominal) is the case with business. This dearly suggests that motivation is extremely important. It is an inviolate part of management process itself.5. Advantages of Motivation.(A) Advantages to Management or Organization cast up in the efficiency and productivity of employees. Motivation ensures a elevated level performance of employees.Better co-operation from employees and cordial labour-management relations.Reduction in the rate of labour absenteeism and sawhorse volume.Reduction in the wastages and industrial accidents.Improvement in the morale of employees. promptly achievement of business/corporate objectives and favorable corporate image.(B) Advantages to Employees or u turn backrsEmployees get various monetary and non-monetary facilities/benefits which provide better life and welf atomic number 18 to t hem. aegis of employment and other benefits due to cordial relations with the management.Job attraction and job satisfaction.Higher circumstance and opportunities of amour in management.Positive attack and outlook of employees towards company, management and superiors.Reduction in the rate of labour turnover which is harmful to employees and management.Better scope for improvement in knowledge and skills of employees.6. motivational Factors or Motivational Incentives.(A) Monetary or Financial IncentivesMonetary incentives ar offered in terms of money. Such incentives provide more cash or purchasing power to employees. Monetary incentives are extremely attractive to employees (particularly those working at lower levels) as they get the benefit quickly and in concrete terms. At the higher levels of management, non-monetary incentives are more important than monetary incentives. Workers prefer monetary incentives as compared to non-monetary incentives. Managements in addition offe r liberal monetary incentives to all categories of workers.Monetary incentives may be further classified as following-Individual Monetary Incentives The benefit of individual monetary incentive is available to concerned worker solo. For example, F. W. Taylor suggested differential piece rate corpse which offers different wage rates to different workers as per their production efficiency. dissimilar incentive wage plans are the examples of individual monetary incentives as the benefit is offered individually to every worker. Here, a worker is paid as per his efficiency, productivity or as per the production given by him. Efficient/ unbiased workers give more production and get higher reward in terms of wage payment.Group Monetary Incentives In the pigeonholing monetary incentives, the monetary benefit is non given individually but to a group of workers or to all workers in the Organisation. Workers draw to work jointly/collectively as a team in order to infrangible the benefi ts of group monetary incentives. Bonus payment, pension, P.F, production/productivity bonus, profit sharing, etcetera are the examples of group monetary incentives. For the employer/management, group incentives are more important as they offer many benefits to the management.(B) Non-monetary Incentives for Employee MotivationJob security and job enrichment Job security is useful for the motivation of employees. Such security keeps the employee away from the tension of becoming unemployed. Job enrichment provides an opportunity for greater recognition and advancement. Job enrichment refers to redesign of jobs. becoming treatment to employees Employer should give attention to the needs, difficulties and grievances of employees. Small work groups and effective communication are useful for solving the problems of workers. Employees must be given decent treatment. They will be co-operative only when they are treated with sympathy and admire, affection and dignity. Employees should be sides be given attention in personal matters.Recognition of good work Recognition of good work at an appropriate time gives encouragement to employees to draw better performance in future. As an appreciation of good work, prizes, rewards, promotions, etc. should be given. encouragement to self-development and career development Employees should be given varied training facilities. train facilitates self-development and also provides opportunities for career development. Every employee has a desire to grow, develop and modernise higher. This desire should be exploited fully for motivating employees. For this, training as well as management development programmes should be introduced.Delegation of billet Due to delegation of authority, a subordinate employee feels that superior has faith in him and also in his ability to use authority in a proper manner. Employees get mental satisfaction when authority is given to them. They take interest and initiative in the work and try to pro ve that they are competent to work at the higher levels. Thus, delegation of authority becomes a motivating factor.Congenial working conditions It is a non financial incentive for motivation. Employees should be given various facilities and conveniences at the work place. The work environment should be pleasant and safe. This creates desire to work efficiently.Helpful situation of management The helpful attitude of management towards its employees creates a hotshot of affinity for the Organisation. Fair treatment to workers creates better understanding among workers. Cordial industrial relations also motivate employees. Thus, enlightened and pro-employee attitude of management acts as a motivating factor.Fair opportunity of promotion Fair opportunity of promotion to all eligible workers is one more method useful for motivating employees. They take interest in the work as they feet that they will be rewarded in the form of promotions. Training facility should be provided to employe es in order to make them eligible for promotion.Labour participation in management Labour participation in management is useful for the motivation of employees. Workers get higher condition and better scope for expressing their views through such participation. Even the formation of calibre circles or joint management councils is useful for motivating employees.Designation and status When an employee is provided with a better designation, it adds to his status. Employees are proud to reveal their attractive and lofty designations.7. Theories of Motivation.A. H. Ma retards Need Hierarchy hypothesis.Hertzbergs Motivation Hygiene Theory (Two Factor Theory).Douglas McGregors Theory X and Theory Y.McClellands Achievement Motivation Theory.8. Elton mayonnaises Hawthorne Experiments 1927-1936.The most famous of all human relations movement and investigate were Hawthorne Experiments. So named because they were carried on in Hawthorne plant of western galvanic fraternity of Chicago in USA.Dr. Elton mayonnaise led a team from Harward University which cooperated with western electric co. in the flowing 1927-1936 to carry out Hawthorne Experiments. They identified following details.Recognized the importance of employee attitudes such as understanding voluntary co-operations and willing dedication in exploit of organizational goals.Found that employee performance is very much influenced by his attitude towards his job, associates and management.Proved that organizational firm can gain only when its employees are satisfied contented in their jobs.Pointed out that any change to be should be made should be explained and its meaning should be clear to employees. The fact that change is logical is not enough because employees may not send word the logic.Explored much of information on group behavior.Thus have provided the terms for much of what we know about getting along with all, problem employees in particular.Employee Motivation Theory and fire patternThe job of a manager in the piece of work is to get things done through employees. To do this the manager should be able to motivate employees. But thats easier said than done Motivation practice and possibility are difficult keep downs, touching on several themes.In spite of enormous research, basic as well as applied, the subject of motivation is not clearly understood and more often than not poorly practiced. To understand motivation one must understand human nature itself. And in that respect lies the problemHuman nature can be very simple, yet very complex too. An understanding and appreciation of this is a prerequisite to effective employee motivation in the workplace and therefore effective management and leadership.These articles on motivation speculation and practice concentrate on various theories regarding human nature in general and motivation in particular. Included are articles on the practical aspects of motivation in the workplace and the research that has been undertaken in this field of battle, notably by Douglas McGregor ( speculation y), Frederick Herzberg (two factor motivation hygiene theory,) Abraham Maslow (theory z, hierarchy of needs), Elton Mayo (Hawthorne Experiments) Chris Argyris Rensis Likert and David McClelland (achievement motivation.)Why study and apply employee motivation principles? sort of apart from the benefit and moral value of an altruistic approach to treating colleagues as human beings and respecting human dignity in all its forms, research and observations show that well motivated employees are more productive and originative. The inverse also holds true. The schematic below indicates the potential contribution the practical application of the principles this report card has on reducing work content in the organization.Motivation is the key to performance improvementThere is an old saying you can take a horse to the water but you cannot force it to drink it will drink only if its thirsty so with people. They will do what they fatality to do or otherwise motivated to do. Whether it is to excel on the store floor or in the ivory tower they must be motivated or driven to it, either by themselves or through international stimulus.Are they born with the self-motivation or drive? Yes and no. If no, they can be motivated, for motivation is a skill which can and must be learnt. This is essential for any business to survive and succeed.Performance is considered to be a function of ability and motivation, thusJob performance =f(ability)(motivation)Ability in turn depends on education, experience and training and its improvement is a slow and long process. On the other hand motivation can be improved quickly. There are many options and an uninitiated manager may not even know where to start. As a guideline, there are broadly seven strategies for motivation.Positive reinforcement / high expectationsEffective discipline and punishmentTreating people fairlySatisfying employees needsSetting work related go alsRestructuring jobsBase rewards on job performanceThese are the basic strategies, though the mix in the final recipe will diverge from workplace situation to situation. Essentially, there is a gap between an individuals real state and some desired state and the manager tries to reduce this gap.Motivation is, in effect, a means to reduce and manipulate this gap. It is inducing others in a specific way towards goals specifically stated by the motivator. Naturally, these goals as also the motivation dodge must conform to the corporate insurance of the organization. The motivational system must be tailored to the situation and to the organization.In one of the most elaborate studies on employee motivation, involving 31,000 men and 13,000 women, the Minneapolis Gas Company sought to determine what their potential employees desire most from a job. This study was carried out during a 20 year period from 1945 to 1965 and was quite revealing. The ratings for the various factors differed only slightly between men and women, but both groups considered security as the highest rated factor. The next three factors wereadvancementtype of workcompany proud to work forSurprisingly, factors such as pay, benefits and working conditions were given a low rating by both groups. So after all, and opposition to common belief, money is not the prime motivator. (Though this should not be regarded as a signal to reward employees poorly or unfairly.)Motivation theorists and their theories (1 of 2)Although the process of management is as old as history, scientific management as we know it today is basically a twentieth century phenomenon. Also, as in some other fields, practice has been far ahead of theory.This is quiet down true in the field of management, contrary to the situation in some of the pure sciences. For instance, Albert Einstein, formulates a theory, which is later proved by decades of intensive research and experimentation. not so in the field of management.In fact t his field has been so devoid of real fundamental work so far, that Herbert A. Simon is the showtime management theoretician to win the Nobel Prize for Economics in 1978. His contribution itself gives a clue to the difficulty, bordering on impossibility, of real fundamental work in this field concerned with people. In order to arrive at a correct conclusion, the manager must have all the information prerequisite relevant to the various factors and all the time in the world to collapse the same.This is seldom, if ever, the case. Both the information available and the time at the managers disposal are limited, but he or she must make a decision. And the decision is, therefore, not the optimum one but a satisficing one in effect, a satisfactory compromise under the real conditions prevailing in the management arena.Traditional theory XThis can vanquish be ascribed to Sigmund Freud who was no lover of people, and was far from being optimistic. Theory X assumes that people are lazy they hate work to the extent that they avoid it they have no ambition, take no initiative and avoid taking any responsibility all they want is security, and to get them to do any work, they must be rewarded, coerced, intimidated and punished. This is the so-called stick and carrot philosophy of management. If this theory were valid, managers will have to constantly police their staff, whom they cannot trust and who will retract to cooperate. In such an oppressive and frustrating atmosphere, both for the manager and the managed, there is no possibility of any achievement or any creative work. But fortunately, as we know, this is not the case.Theory Y Douglas McGregorThis is in precipitate contrast to theory X. McGregor believed that people want to learn and that work is their inborn activity to the extent that they develop self-discipline and self-development. They see their reward not so much in cash payments as in the immunity to do difficult and contend work by themselves. T he managers job is to fit the human wish for self-development into the organizations need for maximum productive efficiency. The basic objectives of both are therefore met and with imagination and sincerity, the enormous potential can be tapped.Does it sound too good to be true? It could be construed, by some, that Theory Y management is soft and slack. This is not true and the verification is in the pudding, for it has already proved its worth in the USA and elsewhere. For surpass results, the persons must be carefully selected to form a homogeneous group. A good leader of such a group may hands down absent from group meetings so they can discuss the matters freely and help select and groom a new leader. The leader does no longstanding hanker after power, lets people develop freely, and may even (it is hoped) screw watching the development and actualization of people, as if, by themselves. Everyone, and most of all the organization, gains as a result.Theory Z Abraham MaslowT his is a refreshing change from the theory X of Freud, by a fellow psychologist, Abraham Maslow. Maslow totally rejects the gamey and dingy Freudian basement and takes us out into the fresh, open, sunny and debonair atmosphere. He is the main founder of the humanistic school or the deuce-ace force which holds that all the good qualities are inherent in people, at least, at birth, although later they are gradually lost.Maslows central theme revolves nearly the meaning and significance of human work and seems to epitomize Voltaires observation in Candide, work banishes the three great wickeds -boredom, vice and poverty. The great sage Yajnavalkya explains in the Brihadaranyaka Upanishad that by good deeds a man becomes holy, by evil works evil. A mans personality is the sum total of his works and that only his works survive a man at death. This is perhaps the essence of Maslows hierarchy of needs theory, as it is more commonly know.Maslows major works include the standard textbo ok (in collaboration with Mittlemann), Principles of Abnormal Psychology (1941), a seminal paper, A Theory of Human Motivation (1943) and the book, Eupsychian Management (pronounced yew-sigh-keyan) print in 1965. Maslows theory of human motivation is, in fact, the basis of McGregors theory Y briefly described above. The basic human needs, according to Maslow, arephysiological needs (Lowest)safety needslove needs valuate needs andself-actualization needs (Highest)Mans behavior is seen as dominated by his unsatiated needs and he is a perpetually wanting animal, for when one need is satisfied he aspires for the next higher one. This is, therefore, seen as an ongoing activity, in which the man is totally absorbed in order to attain god through self-development.The highest state of self-actualization is characterized by integrity, responsibility, magnanimity, simplicity and naturalness. Self-actualizers focus on problems external to themselves. His prescription for human salvation is simple, but not easy concentrated work and total commitment to doing well the job that fate or personal destiny calls you to do, or any important job that calls for doing.Maslow has had his division of critics, but he has been able to achieve a refreshing implication of divergent and influential philosophies ofMarx economic and physical needsFreud physical and love needsAdler esteem needsGoldstein self-actualization.Frederick Herzberg Hygiene / Motivation TheoryThis is found on analysis of the interviews of 200 engineers and accountants in the Pittsburgh area in the USA. According to this theory, people work first and foremost in their own self-enlightened interest, for they are truly happy and mentally healthy through work accomplishment. Peoples needs are of two typesAnimal Needs (hygiene factors)SupervisionInterpersonal relationsWorking conditionsSalaryHuman Needs (motivators)RecognitionWork accountabilityAdvancementUnsatisfactory hygiene factors can act as de-motivators , but if satisfactory, their motivational effect is limited. The psychology of motivation is quite complex and Herzberg has detonate several myths about motivators such asshorter working weekincrease wagesfringe benefitssensitivity / human relations trainingcommunication.As typical examples, saying please to shop-floor workers does not motivate them to work hard, and telling them about the performance of the company may even antagonize them more. Herzberg regards these also as hygiene factors, which, if satisfactory, satisfy animal needs but not human needs.Chris ArgyrisAccording to Argyris, organization needs to be redesigned for a glutted utilization of the most precious resource, the workers, in particular their psychological energy. The pyramidical structure will be relegated to the background, and decisions will be taken by small groups rather than by a single boss. Satisfaction in work will be more valued than material rewards. Work should be restructured in order to enable individuals to develop to the fullest extent. At the same time work will become more meaningful and challenging through self-motivation.Rensis LikertLikert identified four different styles of managementexploitative-authoritativebenevolent-authoritativeconsultativeparticipative.The participative system was found to be the most effective in that it satisfies the whole chain of mountains of human needs. Major decisions are taken by groups themselves and this results in achieving high targets and excellent productivity. There is complete trust within the group and the sense of participation leads to a high degree of motivation.Fred LuthansLuthans advocates the so-called contingency approach on the basis that certain practices work better than others for certain people and certain jobs. As an example, rigid, clearly defined jobs, authoritative leadership and unwavering controls lead in some cases to high productivity and satisfaction among workers. In some other cases just the opposit e seems to work. It is necessary, therefore, to adapt the leadership style to the particular group of workers and the specific job in hand.Victor roarVrooms expectancy theory is an extension of the contingency approach. The leadership style should be tailored to the particular situation and to the particular group. In some cases it appears best for the boss to decide and in others the group arrives at a consensus. An individual should also be rewarded with what he or she perceives as important rather than what the manager perceives. For example, one individual may value a stipend increase, whereas another may, instead, value promotion. This theory contributes an insight into the study of employee motivation by explaining how individual goals influence individual performance.We have discussed above only a pick of the motivation theories and thoughts of the various proponents of the human behavior school of management. Not included here are, among others, the thoughts ofSeebohm Row ntree labor participation in managementElton Mayo the Hawthorne ExperimentsKurt Lewin group dynamics force field theoryDavid McClelland achievement motivationGeorge Humans the human groupWilliam Whyte the organization man.What does it all add up to? Back to square one? Yes, indeed, the overall picture is certainly confusing. This is not surprising, for the human nature and human mind defy a clear(p) model, mathematical or otherwise.In some of the theories and thoughts presented, however, one can see some glimpses of the person and how, perhaps, he or she could be motivated. This is rewarding in itself. But, as noted earlier, practice has been ahead of theory in this field, so let us now move to the practical side of management of human behavior and motivation in the workplace.Application of employee motivation theory to the workplaceManagement literature is replete with actual case histories of what does and what does not motivate people. Presented here is a tentative initial broad selection of the various practices that have been tried in order to draw lessons for the future. experience or carrot approach?The traditional Victorian style of harsh discipline and punishment has not only failed to deliver the goods, but it has also left a mood of discontent amongst the working class.Punishment appears to have produced negative rather than positive results and has increased the hostility between them (the management) and us (the workers). In contrast to this, the carrot approach, involving approval, praise and recognition of effort has markedly improved the work atmosphere, leading to more productive work places and big(a) workers greater job satisfaction.Managers motivation toolkitThe managers main task is to develop a productive work place, with and through those he or she is in outpouring of. The manager should motivate his or her team, both individually and collectively so that a productive work place is maintained and developed and at the same time employees derive satisfaction from their jobs.This may appear fair contradictory, but it seems to work. The main tools in the managers kitbag for motivating the team areapproval, praise and recognitiontrust, respect and high expectationsloyalty, given that it may be receivedremoving organizational barriers that stand in the way of individual and group performance (smooth business processes, systems, methods and resources see outline team building program)job enrichmentgood communicationsfinancial incentivesThese are arranged in order of importance and it is interesting to note that cash is way down the incline of motivators. Lets look at a couple of examples taken from real life situations.The Swedish shipbuilding company, Kockums, turned a 15 million dollar loss into a 100 million dollar profit in the course of ten years due entirely to a changed detection of the workforce brought about by better motivation. At Western Electric there was a dr