Motivation

Motivation is defined as the inducement and stimulation of people to pursue mutual goals
objectives.
Is the inspiration, desire and willingness to satisfy individual needs and achieve objectives
Managers, leaders and organization executives generally must motivate their employees to
achieve organizational success.

When employees are motivated, they actively look for possibilities for development and
progress in addition to carrying out their duties.

Increased performance, efficiency, and creativity are the results of this drive, which are
advantageous to both the individual employees and the organization as a whole.

Motivated people not only accomplish their own objectives but also contribute to the overall
success of the group and the organization.

A successful workplace depends on employee motivation and engagement.

Employees that are engaged are more dedicated and fulfilled, which increases productivity.
By praising employees’ accomplishments and raising their morale, recognition plays a crucial
part in fostering motivation.

Organization with strong recognition programs have decreased employee turnover and
increased customer satisfaction.

Organizations may promote a healthy culture and achieve amazing performance by realizing
the value of motivation, engagement, and recognition.

The Impact of Motivation on Organizational Success

Propel Organizations to extraordinary achievement by motivation, igniting employees drive
and determination.

It increases performance, resulting in outstanding accomplishments and going above and

beyond expectations.

Employees that are motivated push the envelope, foster innovation, and increase productivity.
Collaboration, loyalty, and retention are all fostered by a supportive workplace environment.
Organizations that place a high priority on motivation forge a path as leaders in their fields
and motivate others to achieve higher heights.
Increased Productivity and Performance
Motivation has a profound impact on productivity and performance within organizations.
Numerous studies have shown a link between higher levels of motivation and increased
production.

 According to a Gallup study, motivated employees work 20% better and increase
business profitability by 21%.
 A survey by the American Psychological Association found that nearly three in five
employees (59%) have experienced negative impacts of work-related stress in the
past month, including a lack of interest, motivation or energy (26%), difficulty
focusing (21%), and a lack of effort at work (19%).
 Motivation statistics show that highly engaged teams experience 41% less
absenteeism and a 17% rise in productivity.

Employees that are motivated are more inclined to take initiative, behave pro-actively, and
look for ways to improve. They are motivated by a feeling of purpose and are prepared to put
in the time and effort necessary to accomplish their objectives. This enhanced motivation
results in improved productivity, creativity, and overall performance.

Improved Employee Satisfaction and Retention

Motivation and job satisfaction share a strong and mutually reinforcing relationship. Higher
levels of job satisfaction are felt by motivated employees.

People that are motivated experience fulfillment, purpose, and meaning in their job.
Employees are more likely to enjoy and be satisfied with their work when they are motivated,
which increases overall job satisfaction. This sense of fulfillment fosters a pleasant work
atmosphere and increases employees’ sense of wellbeing. Furthermore, here are some
prominent statistics demonstrating the link between satisfaction and retention.

 Motivated employees are more likely to feel satisfied with their work, as they
perceive it as meaningful, purposeful and rewarding.
 Job satisfaction is influenced by various factors, such as recognition, feedback,
autonomy, growth opportunities and work-life balance.
 Motivation and job satisfaction are closely related, as both affect the emotional and
psychological well-being of employees.

The Role of Motivation in Reducing Turnover Rates

In order to lower turnover rates within businesses, motivation is vital. Employee loyalty to an
organization is higher when they are engaged in their work and feel inspired.
Motivating employees results in a beneficial cycle where they feel appreciated and
recognized for their contributions. Their drive, work happiness, and organizational loyalty are
all further increased by this acknowledgement. Motivated workers are hence less inclined to
look for opportunities elsewhere, resulting in lower turnover rates.

Conversely, businesses with low levels of motivation frequently have greater turnover rates.
Lack of motivation can cause disengagement among workers, which can reduce output and
raise unhappiness. Employees may eventually look for other chances where they will be more
motivated and satisfied with their work as a consequence.

Organizations may apply measures to improve employee motivation, which will raise
satisfaction and create a more stable workforce by understanding the link between motivation
and job satisfaction. Employees that are motivated are more likely to stick with their
company, assisting in its growth and maintaining a happy and productive work environment.

Understanding Motivation: Theories and Factors

By understanding and applying theories like Maslow’s Hierarchy of Needs and Herzberg’s
Two-Factor Theory, along with considering factors such as recognition, growth opportunities,
and a positive work environment, you get a deeper understanding of why motivation is
important in organization. Moreover, organizations can cultivate a motivational atmosphere
that fuels employee engagement and leads to improved performance and organizational
success.

Maslow’s Hierarchy of Needs

Maslow’s Hierarchy of Needs is a well-known theory that clarifies why people are motivated.
Maslow asserts that people have a hierarchy of wants that must be met in a particular
sequence. There are five levels in the hierarchy: those for physiology, safety, belongingness
and love, esteem, and self-actualization.

A person cannot feel motivated until their basic physiological needs—such as those for food,
drink, and shelter—are addressed. After these requirements are met, a person’s desire for
safety for stability and personal security takes precedence. As people rise through the
hierarchy, they look for love, belonging, and social relationships. Then there are needs for
respect, prestige, and acknowledgment.

Self-actualization, the highest level of the hierarchy, is where people work to achieve
personal development, fulfillment, and the achievement of their full potential. An individual’s
motivation and conduct are influenced by the satisfaction of each level of requirements.
Herzberg’s Two-Factor Theory
The Motivation-Hygiene Theory, another name for Herzberg’s Two-Factor Theory, focuses
on variables that affect job satisfaction and discontent. Herzberg asserts that certain elements
function as motivators and others as hygiene elements.

Intrinsic elements like difficult labor, acclaim, accountability, and chances for success and
development are examples of motivators. These elements encourage people to do their best
work and contribute to job happiness.

Hygiene factors, on the other hand, are external variables that, if lacking or insufficient,
might result in work unhappiness. These considerations cover things like pay, working
conditions, organizational guidelines, and interpersonal interactions.

Herzberg stated that while the existence of hygienic aspects does not always promote
motivation, their lack might result in discontent. Organizations must concentrate on offering
both motivators and hygienic elements if they want to properly encourage their workforce.

Factors that Influence the Motivation of Employees in Any Organization

1. Recognition and Rewards

Employee motivation is greatly aided by rewards and recognition. Employee motivation is
increased and their sense of worth is reinforced when their efforts and accomplishments are
recognized and rewarded. Verbal praise, public acknowledgement, or material benefits like
bonuses or incentives are all acceptable forms of appreciation.
2. Opportunities for Growth and Advancement
A strong motivator is the existence of opportunity for development and promotion inside a
company. Employees are driven to perform well and pursue progress when they perceive a
clear route for their professional growth and have the opportunity to pick up new abilities.
Businesses that support employee development, mentorship initiatives, and chances for
advancement encourage motivation and keep exceptional people on staff.

3. Positive work environment and culture

Employee motivation is greatly impacted by a favorable work environment and culture. A
sense of belonging and motivation are fostered when staff members are treated with respect,
feel supported, and are included. Motivation and engagement are fostered by a culture that
values open communication, group cooperation, and teamwork. A workplace that supports
autonomy, promotes work-life balance, and fosters employee well-being also results in higher
motivation and general job satisfaction.

Practical Strategies to Boost Motivation in the Workplace

By putting following tactics into practice, businesses may create an environment that inspires
workers, supports their development, and values their contributions. Increasing motivation
not only improves individual performance but also develops a successful corporate culture
that results in higher output, happier workers, and overall success.

Effective Leadership and Communication

Effective leadership is a crucial driver of employee motivation. Understanding the needs of
their team members, offering assistance, and promoting a positive work environment are all
important managerial responsibilities. They inspire and motivate employees by setting a
positive example, providing guidance, and demonstrating trust and confidence in their
abilities.

A strong workplace motivator is transparent and open communication. Employee ownership

and a connection to the organization’s goals grow when they feel informed and engaged.
Regular lines of communication, such as team meetings, newsletters, and one-on-one
discussions, foster an environment of transparency and trust that increases motivation.

Providing Clear Goals and Expectations

A strong workplace motivator is transparent and open communication. Setting SMART
(Specific, Measurable, Achievable, Relevant, Time-bound) goals provides employees with a
clear direction and a sense of purpose. Regular lines of communication, such as team
meetings, newsletters, and one-on-one discussions, foster an environment of transparency and
trust that increases motivation.

Maintaining employee motivation requires frequent reviews of their performance and

comments from managers. Employees who get constructive criticism are better able to
identify their areas of strength and growth, which enables them to advance and succeed.
Regular performance reviews provide people the chance to celebrate accomplishments and
talk about future goals, promoting a culture of drive and continual progress.

Encouraging Employee Development and Growth

Offering training opportunities and making investments in employee growth are effective
motivators. Employees feel appreciated and engaged when they have access to chances for
development and advancement. Employees benefit from continuous learning through
developing their skills and knowledge as well as their drive to take on new challenges.

Programs for coaching and mentoring employees help to foster a positive work environment.
Knowledge exchange, coaching, and individualized growth are made possible by pairing
seasoned workers with less seasoned coworkers. By offering direction, criticism, and support
along the professional journey, mentoring and coaching relationships promote motivation.

Recognition and Rewards Programs

Implementing a comprehensive employee recognition system is a highly effective strategy for

boosting motivation. Recognizing and appreciating employees’ efforts and achievements,
both formally and informally, creates a culture of appreciation and motivates individuals to
continue performing at their best. This can be done through employee of the month programs,
peer recognition, or specific recognition platforms like BRAVO.

In the workplace, incentives and rewards are effective motivators. They can take many
different forms, including incentives, promotions, or non-cash benefits like additional
vacation time or preferred treatment. Rewards offer concrete acknowledgment for
exceptional achievement and inspire workers to pursue greatness. Incentives foster healthy
competition, which boosts motivation and leads to better outcomes.

BRAVO: AI-Driven Employee Motivation Boosting Solution for Organizations

BRAVO is a cutting-edge AI-driven platform for employee engagement and recognition that
is designed to boost motivation and promote an appreciation culture in workplaces. For both
managers and employees, it creates a smooth and enjoyable experience by fusing cutting-
edge technology with simple features.
1. Real-time recognition and feedback
With the help of BRAVO, employees can get real-time feedback and appreciation for their
achievements. The platform makes it simple for peers and supervisors to recognize and
commend great performance, which increases motivation and reinforces a sense of value.

2. Gamification elements to encourage participation

BRAVO incorporates gamification elements to make the recognition process engaging and
fun. For their successes, employees can get points, badges, and levels, which fosters friendly
competition and encourages further engagement. This gamified strategy motivates employees
by bringing excitement to the workplace.

3. Personalized rewards and incentives

BRAVO offers personalized rewards and incentives to recognize employees’ unique
preferences and achievements. Whether it’s gift cards, experiences, or custom rewards, the
platform allows managers to tailor rewards to individual employees, making the recognition
even more meaningful and motivating.

Summing up
So, why motivation is important in organizations? When it comes to boosting productivity,
performance, and employee happiness, motivation is the cornerstone of a successful
organization. It ignites the passion and determination within individuals, propelling them to
go above and beyond, innovate, and achieve remarkable outcomes. Motivated employees
generate cooperation, loyalty, and retention through building a great workplace culture.
 Organizations that place a high priority on motivation benefit from greater productivity, less
turnover, and higher profitability.

Prioritizing motivation as a significant factor in performance is vital for companies that aspire
for greatness. Organizations may put strategies in place that promote an inspiring work
environment by understanding the theories and elements impacting motivation. Utilizing AI-
driven solutions like BRAVO may also provide staff engagement and recognition a
significant boost. Employees’ motivation and dedication are increased by BRAVO’s real-
time recognition, gamification components, and personalized awards since they are tailored
to their particular requirements and preferences.

In conclusion, companies need to understand how important motivation is and how it affects
overall performance. Organizations may foster an atmosphere that fosters employee
engagement, contentment, and extraordinary performance by putting a priority on motivation
and investigating cutting-edge solutions like BRAVO. The foundation for a flourishing
workplace is laid by embracing the power of motivation, which also positions businesses as
industry leaders. So, let us take action, inspire our workforce, and unlock the true potential of
your organizations with the fuel of motivation and the assistance of AI-driven platforms
like BRAVO.

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Meaning, Importance and

Theories of Motivation
TEJINDER SHARMA

Learning Outcome:

After completing this module the students will be able to:

 Understand the concept and meaning of motivation.

 Understand the nature of the motivation.

 Describe the importance of the motivation.

 Define the theories of motivation.

1. Concept and Meaning of Motivation

Motivation is the process of stimulating people to action to accomplish desired

goals. Motivation is a managerial function which has been defined by different
scholars. Some of the important definitions are as follows:

According to Edwin B.Flippo, “Motivation is the process of attempting to

influence others to do your will through the possibility of gain or reward.”

According to Dalton E. McFarland, “Motivation refers to the way in which

urges, drives, desires, aspirations, strivings or needs direct, control or explain the
behavior of human beings.”

According to William G. Scout, “Motivation means a process of stimulating

people to action to accomplish desired goals”.

According to Fred Luthans, “Motivation is the process which begins with a

physiological or psychological need or deficiency which triggers behavior or a
drive that is aimed at a goal or incentive.”

2. Nature of Motivation

1. Motivation is an internal feeling which influences the human behavior.

2. Motivation is affected by way the individual is motivated.

3. Motivation results in achieving goals positively in the organization.

4. Motivation is related to satisfaction.

5. Motivation can be positive and negative.

6. Motivation is a complex process as the individuals are heterogeneous in their

expectations, perceptions and reactions.

7. Motivation is stronger when it springs from a person’s needs which are

consistent with his values.

3. Importance of Motivation

1. It helps the manager to ignite the will to work amongst the workmen.

2. Good motivation method helps in improving the abilities and capabilities of the
employees.
3. It helps in finding out the hidden talents and calibre of the employees.

4. Motivated employees means satisfied employees i.e. satisfied in terms of job as

well as their personal motives.

5. Motivation reduces the chances of industrial unrest, strikes and similar labour
problems.

6. Motivation helps to change the negative or indifferent attitudes of employee to

positive attitudes so as to achieve organizational goals.

7. motivation helps to reduce the employee turnover and thereby saves the cost of
new recruitment and training.

8. motivation helps in reducing the absenteeism in the organization.

4. Theories of Motivation

A. Maslow’s Need Hierarchy Theory:

This is the most well-known theory of motivation of Abraham Maslow, a clinical

psychologist. A basic assumption of this model is that as we satisfy one type of
need, other needs then occupy our attention. Once we satisfy our need for food, air
and shelter, then we can move on to safety needs, love needs and so on. Although
Maslow argued that most people tend to experience these needs in the order that he
described, for some people, the so-called higher-level needs will dominate lower-
level needs. Some people will be so enthralled by a book or a movie that they will
forget they are really hungry. Maslow described the hierarchy of needs as follows:
 Figure1- Maslow’s need Hierarchy Theory of Motivation

i. Physiological needs: These refer to physical or biological needs meant for

survival and maintenance of life. These include food, clothing, shelter, air, sleep
and other basic needs.

ii. Safety needs: Once the physiological needs are satisfied a person aspires for
safety needs. These includes security for life, job, protection from environment,
animals etc. As a manager, you can account for the safety needs of your employees
by providing the safe and secure working conditions, proper compensation (such as
a salary) and job security, which is especially important in a bad economy.

iii. Social needs: After the first two needs are satisfied, social needs become
important in the need hierarchy. Since man is a social being , he has a need to
belong and to be accepted by various groups. It includes need for acceptance, need
for belonging, need for love, affection, friendship etc. As a manager, you can
account for the social needs of your employees by making sure each of your
employees know one another, encouraging cooperative teamwork, being an
accessible and kind supervisor and promoting a good work-life balance.

iv. Esteem and status needs: these needs are concerned with self-respect, self-
confidence, a feeling of personal worth, feeling of being unique, and recognition.
As a manager, you can account for the esteem needs of your employees by offering
praise and recognition when the employee does well, and offering promotions and
additional responsibility to reflect your belief that they are a valued employee.

v. Self-actualisation needs: Self-actualisation is the need to maximize one’s

potential whatever it may be. These needs arise only after the four categories of
need are fulfilled. These needs are more like mission, lifetime aspiration, e.g.,
leprosy eradication mission, mission of Mahatma Gandhi to liberate India from
British Rule.

Maslow’s needs theory has received wide recognition, particularly among

practicing managers. This can be attributed to the theory’s intuitive logic and ease
of understanding. Following are some problems which are not solved by this
theory:

a) This theory is common with many other theories also, that there is lack of direct
cause-effect relationship between need and behaviour. Thus a particular need may
cause behaviour in different ways in different needs.

b) There is another problem in applying the theory into practice. A person tries for
his higher-level need when his lower-order need is reasonably satisfied. What is
this reasonable level is a question of subjective matter. Thus, the level of
satisfaction for particular need may differ from person to person.

B. Theory X and Theory Y: Douglas McGregor has proposed two models i.e.,
Theory X and Theory Y. Under Theory X, managers believe that employees
inherently dislike work and must therefore be directed or even coerced into
performing it. In this type of theory, workers generally shirk work and do not like
to work. They avoid responsibility and need to be directed. While under theory y ,
manager assume that employees can view work as being as natural as rest or play
and therefore the average person can learn to accept, and even seek responsibility.
Good motivation makes workers readily accept responsibility and self-direction.
C. Hezberg’s Two-Factor Theory: Frederick Herzberg proposed a two-factor
theory or the motivator- hygiene theory in 1959. According to Herzberg, there are
some job factors that result in satisfaction while there are other job factors that
prevent dissatisfaction. According to Herzberg, the opposite of “Satisfaction” is
“No satisfaction” and the opposite of “Dissatisfaction” is “No Dissatisfaction”.

Herzberg classified these job factors into two categories-

i. Hygiene Factors: Herzberg used the term ‘hygiene’ to describe factors which
are related to the conditions under which job is performed such as compensation,
job security, organizational politics, working conditions, quality of leadership, and
relationships between supervisors, subordinates, and peers. These factors are
extrinsic to work. Hygiene factors are also called as dissatisfiers or maintenance
factors as they are required to avoid dissatisfaction. Since any increase in these
factors will not affect employee’s level of satisfaction, these are of no use for
motivating them.
ii. Motivational Factors: According to Herzberg, the hygiene factors cannot be
regarded as motivators. The motivational factors yield positive satisfaction. These
factors are inherent to work. These factors motivate the employees for a superior
performance. These factors are called satisfiers. These are: achievement,
recognition, advancement, works itself, possibility of growth and responsibility.
Most of these factors are related with job contents. Any increase in these factors
will satisfy the employees; however any decrease will not affect their level of
satisfaction.

D. McClelland’s Theory of Needs: This theory was developed by David

McClleland and his associates. The theory focuses on three needs, defined as
follows:

 Need for achievement (nAch): it is the drive to excel, to achieve in relation

to a set of standards, to strive to succeed. McClleland has identified four basic
features of high achievers:

i. Always ready to take risks.

ii. provide immediate feedback

iii. accomplish the task easily on time.

Iv. Preoccupied the task till its completion.

 Need for Power (nPow): it is the need to manipulate others or the drive for
superiority over others. People with high power need have a great concern for
exercising influence and control.

 Need for Affiliation (nAff): It is a need for open and sociable interpersonal
relationships. In other words, it is a desire for relationship based on co-operation
and mutual understanding. Such individuals are effective performers in a team.
These people want to be liked by others. They prefer having friends rather than
experts as work partners, and they avoid conflict whenever possible.

E Alderfer’s ERG Theory:

Clayton Paul Alderfer, an American psychologist further expanded Maslow’s

hierarchy of needs by categorizing the hierarchy into his ERG theory (Existence,
Relatedness and Growth). Alderfer has categorized the various needs into three
categories:

 Existence Needs: it consists of physiological and safety needs such as

hunger ,thirst etc (Maslow’s first two levels)

 Relatedness Needs: it consists of social and external esteem needs that

involve relationship with other people. (Maslow’s third and fourth level).’
 Growth Needs: it consists of self-actualization and internal esteem needs
like feeling of being unique, feeling of personal growth etc. (Maslow’s fourth and
fifth level)

ERG Theory recognizes that the importance of the three categories may vary for
each individual. Managers must recognize that an employee has multiple needs,
which must be satisfied simultaneously. According to the ERG theory, if you focus
exclusively on one need at a time, this will not effectively motivate. In addition,
the ERG theory acknowledges that if a higher level need remains unfulfilled, the
person may regress towards lower level needs, which appear easier to satisfy. This
is known as: the frustration-regression principle.

F. Vroom Expectancy Theory: This theory was first proposed by Victor Vroom
of the Yale School of Management in 1964. Expectancy theory says that
employees will be motivated to exert a high level of effort when they believe:

 That effort will lead to a good performance appraisal;

 That a good appraisal will lead to organizational rewards, such as bonus, a

salary increase, or a promotion; and

 That the rewards will satisfy the employees’ personal goals.

Expectancy theory must focus on three things i.e. Efforts (E), Performance (P) and
Outcomes (O). In order to be motivated to act or perform their job, employees
must perceive that their efforts (E) are likely to lead to good performance (P). In
other words, effort has to be instrumental to good performance. Second, people
must expect that their performance is clearly linked to certain outcomes (O). And
finally they have to value (V) the outcome they obtain when they perform. If all
these paths and linkages are clear, the person will be motivated. Two other factors
that can affect motivation are ability and role clarity. A person might be highly
motivated, but if she does not have the ability to perform the job or task and a clear
understanding of how to direct her efforts in a manner that is appropriate to her
organizational role, then the task might not be accomplished.

Ability Role Clarity

One of the important features of this theory is that it recognizes individual

differences in work motivation and suggests that motivation is a complex process
as compared to Maslow’s or Herzberg’s simplistic models. It also clarifies the
relationship between individual and organizational goals. Further, this theory is
difficult to research and apply in practice. This is evident by the fact that there have
been only a few research studies designed specifically to test the Vroom theory.

G. Equity Theory:

As per this motivation theory, an individual’s motivation level is correlated to his

perception of equity, fairness and justice practiced by the management. Higher is
individual’s perception of fairness, greater is the motivation level and vice
versa.The theory states that when a person compares himself to his co-workers and
finds the results to be fair, he will be more motivated. If, on the other hand, he
compares himself to his co-workers and finds the results to be unequal or “unfair,”
he will be less motivated. The essence of the Equity Theory lies in this sense of
motivation through perceived fairness.

A referent group is a selection of people an individual relates to or uses when

comparing themselves to the larger population. If a salesperson compares
themselves to the rest of the sales staff, the referent group is the sales staff.
There are four referent comparisons that an employee can use:

a. Self-inside: An employee’s experiences in a different position inside the

employee’s current organization.

b. Self-outside: An employee’s experiences in a situation or position outside the

employee’s current organization.

c. Other-inside: Another individual or group of individuals inside the employee’s

organization.

d. Other-outside: Another individual or group of individual outside the

employee’s organization.

There are two assumptions on which the theory works:

a. Individuals make contributions (inputs) for which they expect certain rewards
(outcomes).

b. Individuals decide whether or not a particular exchange is satisfactory, by

comparing their inputs and outcomes with those of others and try to rectify any
inequality.

Various types of inputs and outcomes of an individual which are as follows:

Inputs: Efforts, Time, Education, Experience, Training, Ideas, Ability

Outcomes: Pay, Promotion, Recognition, Security, Personal Development,

Benefits, Friendship opportunity

Employee might compare themselves to friends, neighbours, co-workers or

colleagues in other organizations or compare their present job with past jobs.
Which referent an employee chooses will be influenced by the information the
employee holds about referents as well as by the attractiveness of the referent. This
has led to focusing on moderating variables, such as gender.

Exchange relationship between a person’s inputs/outcomes in relation to those of

other persons may be of three types: overpaid inequity, underpaid inequity and
equity.

Overpaid Inequity: In this case, the person perceive that his outcomes are more as
compared to his inputs in relation to others. This relationship can be expressed by:
In this case, the person experiences satisfaction.

The impact of inequity on the person is as follows:

i. Perceived inequity creates tension in the person.

ii. The amount of tension is proportional to the magnitude of inequity.

iii. The tension created in the person will motivate him to reduce it.

iv. The strength of the motivation to reduce inequity is proportional to the

perceived inequity.

Elements of Sound Motivation System:

1. Adequate Motivation: The motivation system should be adequate covering the
entire workforce in the organisation and it should also cover entire activities of the
workforce. Sometimes, the presence of a motivational factor fails to produce any
effective result, particularly when its amount is too small.

2. Analysis of Motives: A good motivation system also attempts at analysing the

factors which motivate the employees in the prevailing organisational
environment.

3. Simplicity in Motivation System: The system should be simple both in terms

of its understanding by the employees and its applicability in the organization.

4. Uneven Motivation: In an organization, all the employees are not of same type.
They differ in education, attitude, ambition, etc. Thus, more educated, ambitious
persons can be motivated up to very high level, while others cannot be.

Summary

Motivation is an important element in the management without which the working

of the organization cannot be performed smoothly. Number of theories of
motivation have been
proposed over the years. Most popular theories of motivation have been discussed
in this module that can help increase workplace productivity. These are Maslow’s
need Hierarchy Theory of Motivation, Douglas McGregor’s Theory X and Theory
Y, Hezberg’s Two-Factor Theory, McClelland’s Theory of Needs, Alderfer’s ERG
Theory .Various theories regarding motivation have their own implications but all
of them have one common motive i.e. to urge the employees for attaining their aim
and goals.

What role does motivation play

in managing an organisation?
 6th February 2020
 Written by LSBF Staff
 Business & Economy
Successful business strategies often start by seeking answers to some basic
questions such as what makes a business succeed; what ensures an efficient and
productive workforce; how can the work in a company be optimised; or what
ensures employees complete their assigned tasks?

These questions can result in fresh perspectives to help an organisation tackle

their weaknesses. From internal conflicts and poor sales to low rates of
productivity and inadequate customer engagement, there are many forms in which
a lack of motivation within an organisation can manifest itself.

Motivation is one of the major factors for driving success. If you want to pursue a
corporate career or want to start your own business, read on to learn about the
importance of motivation for running a business.

How can you define motivation?

Motivation can be defined as incitement or inducement to fulfil an action.
Motivation can drive the employees of an organisation to meet their individual
goals as well as the company’s overall goals. The concept can be further classified
into three important sub-concepts: motivators, the motive and the actual act of
motivation.

A motive initiates an action or certain behaviour for the fulfilment of a specific

goal, and this directly corresponds to the desire of an individual. Motivators are
the tools used for motivating employees, such as promotions and pay bonuses. The
act of motivation is the actual process of completing a task and this usually
depends on the motives and motivators.

Why is motivation important within an organisation?

Motivation is imperative for an organisation’s growth. Here are a few benefits of
motivation in an organisation:

 Increases productivity: Motivators like promotions create a drive for

employees to work to the best of their capabilities. As such, motivation in
an organisation will lead to an increase in the productivity of an employee,
who will contribute more compared to a disheartened employee.
 Ensures organisational efficiency: Motivators can also help in changing the
work culture of an organisation. With better rewards to look forward to,
employees will be more dedicated to their work and more motivated to
reach their targets. This can increase overall work efficiency and the
attitude of an entire organisation.
  Promotes loyalty among the employees: Motivating your employees to do
their best and rewarding their hard work can also be beneficial in igniting a
sense of loyalty towards the company. A well-motivated workforce is loyal
and has higher levels of morale, being more committed to the organisation
and its goals. Ensuring your staff are motivated can also reduce employee
turnover and therefore the company costs of hiring new people.
 Facilitates direction: Direction is an important aspect of any business. It
involves the creation and implementation of specific plans and strategies,
contributing to the organisation’s main goals. A motivated workforce will be
enthusiastic about helping to develop and innovate the company. They will
also be more likely to suggest strategies or direction that can help the
company expand further.
 Ensures a proactive workforce: For any business to be successful, it requires
its employees to adapt to dynamic changes in the work environment. You
cannot take a financially prudential decision that could harm employee
interests without them being completely committed to the company’s goals
and visions. As such, motivation among employees reduces the resistance to
difficult organisational decisions.

The role of motivation within a company is often underrated. It is a powerful

instrument that not only helps establish a successful career, but also induces
positive changes in your personal life.

If you are interested in a managerial career, it is crucial to understand the role of

motivation and the importance of motivation in management. The leadership
development programme offered by the London School of Business and Finance is
the ideal programme to help you explore motivation in detail and develop your
individualistic leadership style. Click here to find out more about this CPD-
accredited course and begin your journey to a successful management career.