Factors that affect employee motivation

F wagerors that affect employee motivatingMotivation has to do with the ground of the reasons why pitying beings act the right smart they do. It is said to be the trampvass of psychology and is bear on with growing solely(a) forms of charitable deportments (Phil Gorman, 2004). Motivation is a very important aspect of psychology that tries to explain why humans or animals act in a certain expressive style (David A.H, 1995). Motivation studies provoke to do with the study of the Human psychology and demeanoral patterns, it is an attempt to explain why and what the reasons be for actions we regaining.Mitchell (1982) suggests that the term motive represents those psychological growth that give the awakening, direction and labor of voluntary actions that argon name and address oriented. It is a psychological process give awaycomeing from the corresponding interaction among the soulfulness and the surround that affects a persons choices, endeavor and persistence (Gary P. L and Christopher T, 2006).Motivation seeks to explain the why of behaviour (Phil Gorman, 2004). When we ask why a person or animal be perk ups in a specific manner, we atomic number 18 essentially asking about demand (Mook, 1996). Motivation has generally been link to the postulate to achieve specific goals. It is pertain with goal-directed behaviours that pushes us towards certain actions and non early(a)s and is excessively the complex process that moves someones towards close to goals (Phil Gorman, 2004). Robbins (1993) defined motive as the allowingingness to exert game levels of effort toward transcriptional goals, conditioned by the efforts and ability to run across some personal ask. gibe to David A. H (1995), Motivation examines two aspects of behaviour the direction of behaviour those come to with the influences which cause specific actions in humans and the book of behaviour concerned with the strength of behaviour. It is concerned with wh at causes specific actions, the reasons for actions we undertake and what determines the loudness of much(prenominal) action. twain individuals could be run towards a specific goal, say passing an exam. They leave alone both be incite to read, simply the degree or intensity of indigence allow usually non be the same for both individuals.Motivation studies ar undertaken in order to explain the on band, the direction,the intensity and the persistence of behaviour directed towards the attainment of one or more goals or objectives (Mark R. Z ,2006).So m whatsoever authors brace written and established respective(a) motivation theories. The following chapters in this review pass on discuss on the various motivation theories and contri only whenions of renowned writers in the field of motivation studies. want THEORIES MAJOR CONCEPTS AND CONTRIBUTIONS.ABRAHAM H. MASLOWS HIERARCHY OF NEEDS systemThis surmisal advocates that all individuals atomic number 18 born with int ernal ask and if these inevitably argon not fulfilled, the individual forget be make to act in a manner that will enable him satisfy them. Maslow A.H (1954) suggests that all individuals bring on a serial of human asks which atomic number 18 prioritised on an go up scale, with tramponical physiological survival motifs at the tramp and the more psychological individual call for at the top. Maslow (1954)s Hierarchy of gets motifs from Physiological necessitate (survival), safety device leases, Social regards, valuate needs and self-actualization at the top.According to this supposition, humans fall in gone beyond the need of only basic survival needs but argon now driven towards greater exertions and mellow needs up till self actualization. Maslow (1954)s surmisal also assumes that these needs atomic number 18 activated in a sequential order starting from the bottom and a ut nigher(prenominal) need emerging when the spurn need has been at rest and that after a need has been satisfied it ceases to dominate behaviour.Physiological needs These be the basic biological needs of man to survive. These needs are food, body of water, shelter etc. Maslow (1954) believes that humans are likely to be motivated by physiological needs rather than any new(prenominal) need. at a time this needs afford been satisfied, he is then motivated by the attached level tack of needs.Safety needs This refers to the need for security, freedom from guardianship and anxiety, need for stability and protection. Maslow (1954) suggests that this safety needs are closely unmixed in chaotic societies and when there is a stable, smooth running and unplayful companionship, this need will not be so sought after.Social needs This is the need for cognize and social be impulseing. When these needs are not satisfied, individuals will do all in their power to get affection from family and friends (Maslow, 1954)Esteem needs This refers to the need for pre stige and recognition from others. It refers to the need for development, maintenance of haughtiness and respect from others (David A.H, 1995).Self actualization This is the individual need of achieving ones full capability. It is the propitiation of reaching what the individual believes to be his/her full possible. Maslow (1954) however, was of the view that very some pack manage to satisfy the lavishlyer(prenominal)est set of needs much(prenominal) as self actualization. roughly strengths of the guess supposition ac lastledges that all individuals fall in in-born natural needs and when these needs are not satisfied the individual is compelled to act in a manner that will enable him satisfy these needs.He has been able to combine both physiological and psychological needs in his pecking order of needs theory. Physiological having to do with the innate needs and free drives to satisfy these needs in the body. While psychological needs stem from cognitive conscious asses sment to begin with actions are taken.David A.H (1995) noted that the ascending hierarchy of needs is not a one way process, if lower needs become unsatisfied, the individual will go back towards fulfill those lower needs.The theory also suggests that the hierarchy does not apply bolt to all individuals and some individuals whitethorn seek to satisfy some higher needs at the expense of lower ones (Maslow. 1954)Pointed out below are some weaknesses of the theoryPhil Gorman (2004) pointed out that the theory doesnt attend to take fib of the possibility that the great unwashed who make small feats in their lives may experience satisfied and fulfilled believing that they construct truly achieved their full potential. He suggests that this may be due to restrictions placed upon them by their social background.The theory does not consider that other agentive roles such as environment and society behind influence the individual to act in a character referenceicular manner. Ac cording to Stanworth and Curran (1973) the theory ignores the way the culture of a society and its subcultures, bodily kink the aspirations and inhabitations of individuals and groups. Ivan T. R, et al (1992) bares the opinion that Maslows theory barely touches on the role of environmental components in the development of his hierarchy.The theory is difficult to apply in some situations. Stanworth and Curran (1973) also pointed out that most people who set up businesses would seem to be satisfying the higher level of needs in Maslows theory and going into a business is quite a insecurityy venture. This style they are more concerned about a higher need of opening a business than a lower need, security and bump of having a business.HERZBERG F.W HYGIENE hypothesisThis theory is primarily concerned with motivation at the counterfeit place. According to Herzberg et al (1959) there are basically two sets of factors that influence behaviour Hygiene Factors (dissatisfiers) and Mo tivators (satisfiers)Hygiene factors (dissatisfiers)These are factors that do not satisfy the individuals but only keep them from being dissatisfied. The front man of these factors in a cast place will mean the individuals will not be unsatisfied but they will not be motivated either. These factors include, good working conditions, good salary, supervision, security, relationship with peers, company form _or_ system of g all overnment and administration. Most of these factors are classified as being extrinsic (David A.H, 1995).Motivators (satisfiers)These are those factors that actually motivate the individuals in the work place. They give the individual a experienceing of self satisfaction and achievement. These factors are essentially internal and examples of these motivators are need for recognition, personal development and advancement and the need for growth. These motivators are related to the content of the job that allows the individual employee to develop their occupat ion as a source of personal growth. Employees will be motivated with such factors as they allow them satisfy the need for self actualization (Herzberg et al, 1959).Part of the strengths of this theory is that just like Maslows theory, Herzberg et al (1959) believes that all human beings have physiological needs that can be satisfied with money e.g. Food and water and psychological needs such as the need for self-development and self-actualization. While a major weakness is that Herzberg has also neglected the influence of the environment and social background as possible motivators. Some of his hygiene factors such as good salary which he suggests will only prevent an individual from being dissatisfied, in some case can actually picture motivation to the individual (David A.H, 1995).McGREGOR DOUGLAS. -THEORY X AND YMcGregor (1960), suggest that there is a direct relation between the way managers treat their workers and workers motivation. McGregor believes there are two major appr oaches to the counselling of people and they have to do with a managers view on workers spot towards work. He formulated the theories X and Y.Theory XIn this theory, steering treats workers with little or no respect. The attitude of managers towards workers in this theory is found onThe belief that the average human being dislikes work and will avoid it if possible.That most people have to be controlled, forced, directed and punished to get them to put adequate efforts towards the achievement of organisation objectives.That the average human, prefers to be directed wish to avoid tariff and wants security above all (Evans D, 1990).Theory X is patronizing and makes no allowance for workers individualism. It is based on aspects of management such as battleground and control (David A.H, 1995).Theory YThis theory concentrates on delegation, decentralization, participation and consultation. The characteristics of management here are as followsExternal control and the threat of punis hment are not the only means of bringing out efforts towards achieving organisation objectives.People are committed to objectives in proportion to the rewards associated with achieving the objectives.That the average human being learns, under proper conditions not only to accept but to seek responsibility (David A.H, 1995).The theory encourages participative management and suggests that for workers to be motivated it is necessity to allow them use their skills within the work place. This will make them feel involved as part of the organisation.ALDERFERS EXISTENCE RELATEDNESS AND GROWTH THEORY (ERG)This theory advocates that in the attempt to achieve individual satisfaction, people are motivated to act in a specific manner (Aldefer C.P, 1972). He suggests that satisfaction relies on the fulfilment of natural needs such as existence, relatedness and growth. Individuals everlastingly interact with their environment which as an effect in their behaviour. He believes that these 3 sets of needs are able to exist simultaneously and can be satisfied in a flexible order.Existence needs These needs are concerned with physiological and material factors related to survival such as hunger, thirst, salary and working conditions.Relatedness This has to do with the need to relate with others in the society. Individuals are motivated to seek satisfaction in their social relationships. growth needs This refers to creating the optimum use of existing capacities and the development of impertinent capacities. cheer of growth needs depends on the individual developing to their full potential (Alderfer C.P, 1972).This theory does suggest a rigid hierarchical structure and does not propose that an individual will try to satisfy one set of needs at a time (David A.H, 1995).McCLELLANDS NEED FOR ACHIEVEMENT THEORYThis theory is also based on three innate needs which are of optimum importance. They are the need for achievement, affiliation and power (McClelland, 1961). Robbins (199 3) believes that those who have strong drives to succeed are searching for personal achievements rather than rewards. They have the drive to improve on better ways of doing things.Need for achievement (N.arch) This can be described as the need for success and high standards of personal excellence (David A.H, 1995). It is the drive to achieve success.Need for affiliation This is the need for a good relationship with other individuals.Need for power This is the need to want to influence and exert some level of control over others.McClelland (1961) believes that all individuals have each of these needs although the level of intensity of the needs varies between each person. This means that some people might have high needs of some and low of the others. According to McClelland et al (1953), any attempt to understand a persons motivation to achieve must take into account both the personality and situation the individual finds him or herself in. He also suggested that the desire for achi evement in a society could be measured from the kind of achievement imagery presented to the children (McClelland, 1961).Stanjworth Curran (1973), pointed out that McClellands theory considers differences between groups in motivational pattern and relates this to social and cultural factors.EDWARD TOLMANSS EXPECTANCY THEORYTolman E.C (1948), theory suggests that the motivation of individuals is not based on needs or drives but is determined by the presence of goals and the expectancy that their behaviour will lead to the attainment of this goal. He believes that human beings will be motivated in a specific manner when they are convinced that the results of the behaviour will be coveted by them. The theory basically harps on individual motivation and the influence of the society.Tolmans theory recognises that people have assorted types of needs, desires and goals and proposes that the amount of effort people are prepared to put in task depends on whether the effort will put forw ard better implementation (Ivan T.R et al, 1992).VROOM V.H EXPECTANCY, VALENCE INSRRUMENTALITY THEORYThis theory stems from Tolmans expectancy theory but in addition to expectancy howl added valence and instrumentality as determinants of motivation.Expectancy roar Edward (1970) suggests that expectancy is a momentary belief concerning the likeliness that a particular act will be followed by a particular outcome.Instrumentality This assumes that the behaviour of individuals is influenced by the degree to which superfluous desired goals can be attained as the direct result of such behaviour (Vroom Edward, 1970). The theory suggests that the amount of effort people are willing to put in a task depends on whether the carrying out when achieved will pay off in terms of outcomes (Ivan T.R et al, 1992).Valence This refers to the honour of the outcomes. Vroom Edward (1970) suggests that individuals value some outcomes highly and hence desire them and can value outcomes lowly an d try to avoid them. He states that we are motivated by the fact that we expect specific behaviours to result in specific outcomes and that such outcomes will have a degree of valence.The main motivation points of Vroom according to David A.H (1995) areThe expectancy that specific behaviour will result in that attainment of a specific goal, the value of the desired goal and the degree to which such behaviour is instrumental to the attainment of other additional goals.EDWIN A. LOCKE GOAL THEORYBasically this theory looks at motivation from the pitch of motivating the employer. It suggests that when specific goals and targets are set out for individuals, they become motivated in order to achieve the goals. This theory has identified that human beings act in a specific way when they are faced with a particular goal (Locke E.A, 1968).The highlights of this theory are that difficult goals should be set because they result in higher performance, employees should be part of the goal pro spect and that there should be adequate feedback with guidance and advice (Locke Latham, 1984). Locke pointed out that incentives such as money, participation, competition and praise can influence goals. According to Ivan T. Robertson et al (1992) goals have been demonstrated to affect performance through four mechanismsDirecting upkeep and action.Mobilizing effortIncreasing task persistence.Motivating the search for appropriate performance strategies.Ivan T. Robertson et al (1992) also added two goal attributes that could be relevant for motivation. conclusion content the level of goal difficulty and how specific it is andGoal intensity strength and commitment attached to the goal.RECENT IDEAS ON demand THEORIESThe juvenile theories on motivation havent really come up with any new idea very disparate from what other older writers on the arena have written instead they have built on it to make it more adaptable to the changing environment and human perspective.SHEILA RITCHIE AND PETER MARTIN 12 FACTORS OF MOTIVATIONThey gathered a list of factors that affected motivation in the work place and finally trimmed them down to 12 basic factors. Their observation method was to create a self assessment write which was demonstrable in other to find out what motivated people and also to weight the factors against each other. Their result was a unique motivational profile for each person which gave the relative strength of each factor when compared to each other. The 12 factors were developed from older theories of motivation (Sheila R dick M, 1999).The 12 factors of motivation pointed out by Sheila R rotating shaft M (1999) whereMoney and tangible rewards This is where money and tangible result is the overwhelming madcap force. Where money is the motivator, people so inclined will be seduce to tolerate any amount of boredom, work vast hours. Undertake repetitive task over periods of months and years and even put work before family. People who have hig h money needs will pick up their strong-arm conditions at work with complete indifference. This factor relates to Tolman and Vrooms expectancy theory where they suggest that individuals act in a particular way when they expect a kind of reward that, they value (Vroom Edward, 1970).Physical condition In their theory, physical conditions have to do with those physical factors that could motivate in a work place. This touches on the work space, work environment and how comfortable it is. Some people could be motivated by the mare fact that they work in a very comfortable and beautiful environment. However, they pointed out that physical factors in relation to other motivating factors are not seen as very important.Structure This has to do with the organisational structure and administration of a work place. They believe that people with differing structure requirements need to be motivated in significantly different ways, the right approach motivates and the wrong approach will de-mo tivate. They suggest that very high structured people need to know where they stand. They need to know the rules and be assured that they have followed the right procedures. perplexity may be the root cause of their desire for structure and may find a lack of structure very stressful. Some features of structure include timing, rules and procedures, societys norm and expectation, planning, good confabulation and information circulation etc (Sheila R rooster M, 1999).People Contact People with this factor enjoy dealing with other people and derive comfort and satisfaction from having a number of others slightly them. They would prefer to work with other people nearby rather than on their own. Most are likely to be highly tolerant with the rough water that working with others entail and will even perform better in such situation (Sheila R Peter M, 1999). This in a way is related to Maslows hierarchys third stage that refers to the need for love and human relationship. kindred Th is has to do with those motivated by the need for relationships. They suggest that this need can be satisfied outside the work place but for organisations based on commitment and trust between employees will need long term relationships between employees. According to Sheila R Peter M (1999), this particular need usually depends on the organisation in question. Organisations were members of staff are inter intensifyd, work shifts and level of skills are low, will not be in need of long term relationships. This is also related to Maslows need for love and relationship needs.Recognition This factor harps on the need for attention and praise. Sheila R Peter M (1999) pointed out that high recognition needs can make people so dependent on others for approval, that in make where there is no recognition, they are unable to act independently. People with high need of this will unendingly take care that they meet expectation. motion Sheila R Peter M (1999) suggests that a strong charact eristics of those with a high achievement drive is that they which to do things on their own. People with this need can find themselves voluntarily working long hours and driving themselves hard. They have to be satisfied that the targets they are aiming are achievable. High achievers are likely to be motivated, if they are not achieving they are likely to feel worthless. They will do whatever it takes to achieve their goals. Motivating such people has to start with the commentary of the target (Sheila R Peter M, 1999).Power and Influence This is the need to occupy power and influence others. The ability to lead and influence people employ properly according to Sheila R Peter M (1999) is one of the most desirable human qualities. The difference of this factor from others is that it involves people impinging straightway on other people. They pointed out that here is also an element of risk that other people might not react favourably.Variety and change This is the need to alway s want to do something different. This kind of people we need stimulation to move on to something different with boredom setting in after an initial discharge of energy. These individuals cope better where there is regular demand for new energy and new initiatives. Sheila R Peter M (1999), pointed out that the problem with this factor is that since the stimulation to change does not always arise, there is always the likely hood of uncompleted business or no motivation.Creativity This concerns the original idea and the development of the new out of the old. They believe that the creative drive has a very important part to play in the organisation. They advocate that those who have the need for creativity to be given an enabling environment for them to operate (Sheila R Peter M, 1999).Self development This factors shows that people who have high self development needs will judge their work in terms of what it does for them. These individuals are not motivated except it has somethin g to do with their self development. Motivating such people requires an understanding of what they are looking for and an ability to relate what the organisation requires to what the need (Sheila R Peter M, 1999).Interest and usefulness Sheila R Peter M (1999) believes that the need for job interest or usefulness is higher on average than the need for any other motivator. They stated that Professional and managerial people are more motivated for example by quality of usefulness or interest than for opportunities to influence, achieve or be recognised. This factor suggests that the work place has to be structured in such a way that the employees find it useful and interesting and that in the absence of this factor, all other motivators will not work to full potential. (Sheila R Peter M, 1999).These 12 factors have covered in a way most motivating factors talked about by early researchers in the topic.REISS AND HAVERCAMPS SENSITIVITY sustenance THEORYAccording to Reiss and Haver camp (1996), sensitivity theory suggests that individuals differ in both the types of reinforcement they desire and in the type of reinforcement they need to satisfy them and that people crave alike much love, attention, acceptance, companionship or too much of some other fundamental reinforce are at the risk for peculiar behaviour because normative behaviour does not produce the desired amount of reinforcement. This theory generally postulates the idea of individual differences in reinforcement effectiveness. In discussing the theory, Reiss and Havercamp (1996) defined the concept of reinforcement sensitivity as an individual difference in the reinforcing effectiveness of a fundamental motivator. They bear on three key phases of this theory Reinforcing effectiveness, Individual difference and fundamental motivation.The high points of the theory according to Reiss and Havercamp (1996) are that the theory identifies individual differences in desired amount of reinforcement that is individual differences in rates of satisfaction, as an understudied and potentially important variable, suggesting that because people spend considerable time and energy want the reinforcement they desire, these individual differences may predict some person-environment interactions. Secondly, the theory suggests the need for research to identify the fundamental sources of motivation. And finally, that a new theory in the development of psychopathology is suggested based on the assumption that different individuals not only desire different types of reinforcement but also desire widely varying amounts of each fundamental reinforcer.CONCLUSIONAPPLICATION OF MOTIVATION THEORIES IN THE BUILT ENVIRONMENT AND CONSTRUCTION INDUSTRYThe Built environment and Construction attention is a labour intensive application accordingly the application of motivation theories cant be ignored. The nature of the bend industry is different in the sense that it offers jobs which appeal to many people because of their interesting, repugn and reward nature (Birchall D.W 1977).According to Olomolaiye Ogunlana (1988) construction operatives in developing countries are faced with many problems unlike those experienced by their counterparts in developed countries. They believe the construction environment is different in terms of web site organisation, quality of supervision and availability of production preferences, so also is their socio-economic environment. This environment produces a different worker probably motivated by different factors. In this situation, even when we have highly motivated labour force, it is not right to assume that their motivation will lead to higher productiveness. unfitness to produce as expected, could lead to frustration and de-motivation. Essentially, extrinsic factors such as good working condition, availability working materials and resources can go a long way in motivation construction workers in developing countries.In the construction indu stry like every other industry productivity is paramount. The motivation theories discussed in the earlier chapters have shown that productivity of workers is today related to motivation. When workers are highly motivated the will put more efforts in order to achieve self-fulfilment from doing so, and thereby resulting in higher productivity (Lam and Tang, 2003).Lam and Tang (2003), also added that motivation theories such as Maslows hierarchy of needs, Herzbergs Hygiene theory, McGregors X and Y theories, Vroomss expectancy theory, etc. are ofttimes applied to increase productivity in construction projects.Borcherding and Gamer (1981) in their view, have pointed out that there are certain factors that will cause dissatisfaction amongst construction workers. The factors include material availability, tool availability, overcrowded areas, inspection delays, incompetence of foremen, etc. and they also suggested that factors like good craftsman relationship, good orientation program, pay. Recognition, defined goals and projects easily planned can motivate construction employees.In the application of motivation theories to the construction industry, Maslow and Herzbergs theories form the basis. Once a worker satisfies his/her physiological needs, he will strive towards satisfying safety and social needs. And then by and by on seek to satisfy the needs of social belonging and self-actualization. In order to satisfy the construction workers physiological needs and increase motivation a suitable salary scheme and employment policy should be established (Lam and Tang, 2003). Lam and Tang (2000) also noted that though instance rewards such as salary and financial benefits do not motivate employees to high work performance, they could lower employee dissatisfaction.Construction companies should maintain a high level of security, health and safety policy at work environment in order to satisfy the safety needs of workers. Effective communication will also give them a g=feeling that their jobs are secured.For social and relationship needs to be satisfied in the construction industry, induction programs for new employees should be organised to introduce them to company objectives, other colleagues, the facilities and the working environment.The concepts above will motivate the construction workers in the little(a) term.Lam Tang (2003) also suggested that to motivate the construction employees on the long term, the below listed approaches will come in handyProper resource management and job design.Life-long learning programs.Open door communication.Effective rewarding systems.Diverse and contingency style of leadership.Empowering and valuing construction employees.Continual assessments and improvement of motivation programs.In summary the study and application of motivational theories in management is a very essential tool for all managers in all works of life, especially when there are direct interactions with human beings.