CONCLUSIONS

 

When considering organizational success both the employee and manager should have a corporate responsibility to make that success. (Mehdi Taghian, Michael Polonsky and Clare D'Souza, 2015) The reason is that, is the best way to ensure that the organization can be the best job that can exist. If this situation illustrates further that a manager needs a motivated workforce manager to have to follow certain processes. (Cynthia Eshun & Frank Kwaku Duah, 2011) The process of Motivation has more affiliation with the micro perspective of organizational behavior when compared to other topics. (Parashar, B. K., 2016.)

However, it is a complex situation that interconnects the extrinsic and the intrinsic motivational techniques together. Despite the fact that extrinsic rewards add to intrinsic motives organizations’ authorities pay attention to avoid the interference over key cognitive processes of the employee which can be invented by extrinsic rewards. (London, A. 2009) For instance, if an employee is performing due to his or her inborn competency, in that scenario, they or wouldn’t be motivated for financial benefits. That kind of unrecognized and unnecessary motivation would decrease their genuine intrinsic motivation on relating future works. These kinds of situations remind me that there are not any easy solutions when dealing with motivation. (Urdan, T., 2003)

Managers and employees have a responsibility to ensure that the workplace can be the best job that can exist. If managers need to do everything to ensure that employees are satisfied and motivated and employees have the responsibility to accept the means of motivation they act on, they must be open to communication. A job is much more desirable if all parties are willing to participate and get involved in the motivation. On the other hand, it should have a proper understanding of the organizational culture. According to Burlea-Schiopoiu, Idowu, and Vertigas employee motivation is the main mechanism when gaining organizational objectives (Burlea-Schiopoiu, Idowu, and Vertigas, 2017). by analyzing the motivational factors and their influences, managers can formulate a performance-based motivational culture.

Reference:

1. Arya, A. and Mittendorf, B., 2004. Using job rotation to extract employee information. Journal of Law, Economics, and Organization, 20(2), pp.400-414.
2. Burlea-Schiopoiu, A. and Idowu, O.S., 2017. Vertigas St. Corporate Social Responsibility in Times of Crisis: A Summary, Springer.
3. Cheung, E., 2004. Goal Setting as Motivational Tool in Student's Self-Regulated Learning. Educational Research Quarterly, 27(3), pp.3-9
4. Cynthia Eshun & Frank Kwaku Duah, 2011. Rewards as Motivation for Employee Performance.
5. Ho, V.T., 2005. Social influence on evaluations of psychological contract fulfillment. Academy of Management Review, 30(1), pp.113-128.
6. London, A. (2009). The impact of intrinsic and extrinsic motivation on job choice in Generation Y. 4th Annual Siena College Student Conference in Business.
7. Parashar, B. K. (2016). Significance of Theory Z in Indian Scenario. International Journal of Management and Social Sciences Research, 5(2), 8-16.
8. Taghian, Mehdi & D'Souza, Clare & Polonsky, Michael. (2015). A stakeholder approach to corporate social responsibility, reputation and business performance. Social Responsibility Journal. 11. 340-363. 10.1108/SRJ-06-2012-0068. 
9. Urdan, T. (2003). Book Review: Intrinsic Motivation, Extrinsic Rewards, and Divergent Views of Reality. Educational Psychology Review, 15(3), 311-325.

EMPLOYEE MOTIVATION FOR HIGHER PRODUCTIVITY

Both motivation and productivity concepts have a number of definitions stated by several researchers and authors. It is worth finding out what these approaches are really describing (Goundar, Sam. 2012). The term motivation means it is a way and method in which an individual or group wise inspired to behave in a predetermined or desired methodology with an expectation some satisfy specific human needs as well as receive some affirmative rewards. As we discussed earlier all people wouldn’t be motivated by the same motivation factor. On the other hand, the term productivity defines the optimal utilization of resources in the production of goods and rendering of services that meet predetermined objectives. Basically, the connection between motivation and productivity is inverse. That means if the motivated employees’ performance’s outcome is very high (Uka, Ana & Prendi, Ardita. 2021). On the other hand demotivated employees’ are exhibiting underperforming which can directly influence it day to day operations and ultimately would be a barrier to achieving their final goals and objectives. Human resources play a vital role because they are the source of providing ideas, perceptions and security should be in today’s competitive business world.

Human resources are the guarantee for providing for the workers because highly motivated humans the maintenance and survival of every organization, one of the main concerns of managers is having every developed country, formulating and maintaining highly motivated human resources, According to Singh, et al. (2012), without accepting the existing state of affairs and have moved from obedience to enquiring and who assess work in terms of its significance in human life and human nature (Dupré, John. 2003).

Meanwhile, productivity in the studies of Honari (2006) revealed that motivation for the maximum use of physical and human resources recommends determination and dynamicity in every organization way that it grounds the enhancement in prices, and market, and there is an important relationship between the job opportunities and commonwealth. In the other words, motivating factors such as welfare, wage, and work circumstance highly affecting for increasing the productivity of human resources is another aspect of and nature of work with increasing the degree of quality and quantity of products which are a result of productivity of personnel (Thuy, Tran & Nhung, Bích. 2018). 

It is debated that motivation is the key to economic recovery in the country (Aremu, 2017). A review of theories and empirical evidence on the central issues at stake on how to boost motivation, therefore, becomes timely. Most importantly when considering to Sri Lankan Organizational context it was noticeable that the lower-level of employees’ requirements fulfil in different ways and higher-level employees’ requirements would be fulfilled in other ways (Velnampy, 2007). Further, this survey illustrated that both lower-level and higher-level employees have different motives to drive this situation Maslow tried to explain this through his model.  In addition, there are schemes that emphasize pro-social behavior (such as communication skills, teamwork, etc.) and those that concentrate on direct profits to organizational performance (like improvement and customer satisfaction). The Management of an organization can design, implement and maintain schemes like “Efficient Staff of the Year”, and “Department of the Year”, lunch or dinner. The winner can be gifted with a medal, a certificate and even a token cash award. Closely connected with this is to offer your workers a fine reputation to live (Klimczuk-Kochańska, Magdalena. 2019).

Benefits of Motivation to an organization 

Motivated employees drive the organization to achieve its set objectives of the organization. Burlea mentioned some actions can be taken towards behalf of motivation like a competitive salary or promotion, provided that assembling offices and acquiring modern work technologies also Burlea reminding that not all always to motivate can produce permanent, long-standing effects (Burlea-Schiopoiu, 2013).

Additionally, the HR department can arrange training courses that can effectively enhance individual competencies. Also most of the time this method is suitable for knowledge base companies and ultimately can be effecting to organizational context by increasing the client base revenue and profit. All-time motivated behaviors can surprise the organization as it can drive the person and convert the person into a hard worker even if it is not required by the management. Also, Park and Word (2012) described the affirmative connection between motivation and Performance in the organizational context Perception is also influenced. On the other hand employee perceptions and reactions to performance appraisal and the assessment, a method that has an important influence on performance enrichment. (Dusterhoff et al., 2014).

Reference:

1. Austin, J.T. and Bobko, P., 1985. Goal‐setting theory: Unexplored areas and future research needs. Journal of Occupational Psychology, 58(4), pp.289-308.
2. Bolino, M.C. and Turnley, W.H., 2008. Old faces, new places: Equity theory in cross‐cultural contexts. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 29(1), pp.29-50.
3. Duncan, W.J., 2001. Stock ownership and work motivation. Organizational dynamics, 
4. Dupré, John. (2003). Human Nature and the Limits of Science. 10.1093/0199248060.001.0001.
5. Dusterhoff, C., Cunningham, J.B. and MacGregor, J.N., 2014. The effects of performance rating, leader–member exchange, perceived utility, and organizational justice on performance appraisal satisfaction: Applying a moral judgment perspective. Journal of business ethics, 119(2), pp.265-273.
6. Goundar, Sam. (2012). Chapter 3 - Research Methodology and Research Method.
7. Honari, H., Rezaian, A., KOUZEHCHIAN, H. and Ehsani, M., 2006. The relationship between motivation and productivity of human resources in Iran physical education organization.
8. Locke, E.A. and Latham, G.P., 2013. Goal Setting Theory, 1990 Gary P. Latham and Edwin A. Locke. In New developments in goal setting and task performance (pp. 27-39). Routledge.
9. Klimczuk-Kochańska, Magdalena. (2019). Manager's Role and Skills in Design Management in the Organization. Journal of Positive Management. 10. 3-17. 10.12775/JPM.2019.014.
10. Thuy, Tran & Nhung, Bích. (2018). Factors affecting work motivation of office workers - a study in Ho Chi Minh City, Vietnam. Business & IT. VIII. 2-13. 10.14311/bit.2018.02.01.
11. Uka, Ana & Prendi, Ardita. (2021). Motivation as an indicator of performance and productivity from the perspective of employees. Management & Marketing. Challenges for the Knowledge Society. 16. 268-285. 10.2478/mmcks-2021-0016. 
12. Velnampy, T., 2007. Factors influencing motivation: an empirical study of few selected Sri Lankan organizations.

TYPES OF MOTIVATION

Work motivation is mostly categorized into two types, intrinsic and extrinsic motivation showing that different incentives have a distinct impact on employee motivation. Whereas intrinsic motivation is concerned with rewards as the activity itself, the source of extrinsic motivation are external controlling variables as explicit rewards (e.g. money, threat) (Herzberg, 2003; Cameron & Pierce, 2002).

McCullagh (2005) defines intrinsic motivation as an individual’s need to feel competency and pride in something while extrinsic motivation is defined as the performance of an activity in order to attain some separate outcome and noted that people can be both intrinsically and extrinsically motivated.

Intrinsic motivation

Intrinsic motivation captures the aspects of doing work for its own sake (Osterloh, Frost & Frey, 2002; Ryan & Deci, 2000), provides psychological benefits of well-being (Ryan & Deci, 2000), accomplishment (Dermer, 1975), increasing responsibility (Kohn, 1993; Herzberg, 2003), self-actualization (Kunz & Pfaff, 2002), and is self-sustaining (Osterloh et al., 2002). A number of authors argue that money is a poor motivator and can actually impede intrinsic motivation, such as reducing creativity and innovation (Osterloh et al., 2002; Herzberg, 2003). Contrary to that, Bishop (1987) suggested that pay is directly related to productivity and the reward system depends upon the size of an organization.

Extrinsic motivation

The specific focus on extrinsic motivation may distract attention from the task which has been termed as hidden cost of rewards. This view has been incorporated in the crowding theory (Osterloh et al., 2002). When an activity is intrinsically appealing (say, challenging), the positive effects can be undermined if extrinsic rewards are also linked to the activity (Osterloh et al., 2002) and crowd out intrinsic motivation. This crowding out has been further elaborated under the cognitive evaluation theory, which proposes that extrinsic motivation can erode intrinsic motivation (Kunz & Pfaff, 2002). Reio and Callahon (2004) further concluded that both intrinsic and extrinsic rewards motivate the employee resulting in higher productivity.  

References: 

1. Cameron, J., & Pierce, W.D. (2002). Rewards and intrinsic motivation: Resolving the controversy. Westport, CT: Bergin & Garvey.
2. Dermer, J.D. (1975). The interrelationship of intrinsic and extrinsic motivation. Academy of Management Journal, 18(1), 9-125
3. Herzberg, F. (2003). One more time: how do motivate employees? Harvard Business Review, 81, 86-96. 
4. Kohn, A. (1993). Why incentive plans cannot work. Harvard Business Review, 71(5), 54-63. 
5. McCullagh, P. (2005). Sport and Exercise Psychology Lecture. Cal State University East Bay. 10/27.
6. Osterloh, M., Frost, J., & Frey, B.S. (2002). The dynamics of motivation in new organizational forms. International Journal of the Economics of Business, 9(1), 61-77.
7. Reio, G.T., & Callahon, J.L. (2004). Affect, Curiosity, and Socialization-related Learning; A path analysis of antecedents to job performance. Journal of Business and Psychology, 19, 3-22.

MOTIVATIONAL APPLICATION THROUGH JOB DESIGN

 

This section is illustrating how organizational behavior also focuses on motivational techniques of job design and goal setting. In addition, basic psychological needs satisfaction mediates the relationship between job characteristics and optimistic or adverse work motivation.

Setting the goals for each job is important because context can affect motivation individually. As Herzberg stressed in his classic studies, job designing should be constructed following the principle of job enrichment as well as him to increase the potential of motivating factors depending on the structural characteristics of employees. (Herzberg, 1959). The principal method to job enrichment originated from the Job Characteristics Model (Hackman, J.R., & Oldham, G.R. - 2010)

A summary of the major job design applications follows,

Job Enlargement 

Basically, this process involves increasing the number of tasks each employee has to perform. This allows the employee to use more skills in performing their tasks. But it hasn’t been proven that job enlargement is adequate to increase either job satisfaction or job commitment. 

Job Rotation

Literally, this job design method is involving move employees from one relatively simple job to another job for a short period of time. As of this job design method, both parties can have benefits.  For an instance this can reduce injuries while performing the jobs, employees can learn other tasks and it would be an opportunity to enhance individual competencies. Gradually it becomes a method of the promotion process. Even the evidence-based research point out it’s the positive impact of this method as it is sort of cross-training and developing the employees for wider responsibilities. 

Job Enrichment 

This technique entails enriching the job. It can describe further this way, this method is concerned with designing jobs that include a great variety of work content. On the other hand, it would be requiring a high level of competencies, delegating more autonomy and responsibility in relation to planning, directing, and controlling their own performance. Also, provide space for individual growth and balanced work experience. Actually, this vertically loads the jobs to the individual.

Finally, further, consider the researcher’s view that job enlargement and job enrichment have a negative impact on employee’s personal life as it is assuming by enlarging and enriching jobs employees are forwarding to work harder and longer hours. But those methods still consider viable approaches as most of the evidence is confirmed that both job enlargement and job enrichment are creating job satisfaction. The conclusion is management should make the decision as to who should have the potential o bare those things.

Furthermore, to make easy this process and success from the limitations Herzberg introduced some methods to implement that is Orthodox job enrichment. Richard Hackman and Greg Oldham developed this mechanism further. According to this model, it should be recognized that some job characteristics or else the job scope and the motivation, are actually the basement of this. Further, the recognized job characteristics contribute to the specific psychological status and those strengths of the employees’ need for growth of the job.

 

Figure – The Hackman Oldham job Characteristics Model of Work Motivation

References:

1. Campion, M.A. and McClelland, C.L., 1993. Follow-up and extension of the interdisciplinary costs and benefits of enlarged jobs. Journal of applied psychology.
2. Cheraskin, L. and Campion, M.A., 1996. Study clarifies job-rotation benefits. Personnel Journal, 75(11), pp.31-36. 
3. Johns, G., Xie, J.L. and Fang, Y., 1992. Mediating and moderating effects in job design. Journal of Management, 18(4), pp.657-676.
4. Hackman, J.R., & Oldham, G.R. (2010). Not what it was and not what it will be: The future of  job design research. Journal of  Organizational Behavior, 31, 464–479
5. McShane, S., & Von Glinow, M. (2010). Organizational behavior (5th ed.). New York: McGraw-Hill.Oldham, G.R., Hackman, J.R., & Pearce, J.L. (1976). Conditions under which employees respond positively to enriched work. Journal of  Applied Psychology, 61, 395–403
6. Porter, L.W., Bigley, G.A. and Steers, R.M., 2003. Motivation and work behavior 

WORK MOTIVATION THEORIES

 

“The Best Place to Work is an engaging journey through the latest science of improving the quality of life in organizations. It examines how to unleash creativity, boost motivation, and offer rewards and recognition that bring people together rather than driving them apart.” (Ron Friedman - 2015)

By utilizing the Motivation theories management is able to determine that that is the optimum way to gain a business goal or work in order to achieve the desired outcome or output. Applying motivation theories would be a great help to managers to support their subordinates in a more efficient manner. It is crucial to identify the basic motives before understanding organizational behaviors. Also, we have to understand the following terms in order to have comprehensive knowledge of the process.

Primary Motives – Psychologists have classified human motives based on theories derived from Psychological theories they are can be listed as follows,

• Physiological
• Biological
• Unlearned
• Primary
  

The most usual Primary motives are hunger, thirst, avoidance of Pain, sleep, maternal concern and sex. Even though the mentioned motives seem like survival facts their importance is incredible. These requirements have been equated and transmitted to the present also.

Secondary Motives - Like Primary motives and secondary motives without any doubt have a crucial place when studying organizational behaviors. The motives of hunger and thirst are not dominant among People living in the economically developed world. Also, this situation is obviously changing subject by subject.

Intrinsic versus Extrinsic motives. One method to characterize these two sources is to label them as being either intrinsic or extrinsic motives. The difference between these two aspects is Extrinsic motives are tangible and distinguishable to everyone for instance these motives can be Promotions, Payments, and other financial benefits. Also, extrinsic motives could be extrinsic motives driven to avoid Punishments sometimes or being transferred. Organizational context extrinsic motives play a vital role as it is a cause to attract People inside the organization and retain them.  The intrinsic motives are the opposite art of this; it is generated inside of the person and those motives are associated with the task or job itself. Intrinsic rewards include feelings of responsibility, accomplishment, and achievement, sometimes they can be learned from previous experience.

For instance, if an employee was designated as Sales Executive and he got the best salesperson prize at that time prize would be his extrinsic motive and at the same time winning a such competition by defeating the other would be his internalized motive. Also, the researchers point out some negative extrinsic motives included. Those are deadlines, threats, pressures and imposed goals and threats.

Maslow’s Hierarchy of needs

Kanfer (1991) has stressed the importance of needs as internal tensions that influence the mediating cognitive processes that result in behavioral variability. Thus the resurgence of emphasis on needs since 1977 is not surprising. What may be surprising is the resurgence of interest in Maslow’s (1943) hierarchical need theory. Wicker et al. (1993) showed that between-goal correlations and partial correlations across four samples of college students supported Maslow’s theory when intentions to act were rated rather than measures of importance. Ronen (2001), using multidimensional scaling of employee data collected in 15 countries rather than factor analysis, found support for the taxonomic element of Maslow’s theory. Kluger & Tikochinsky (2001) advocated ongoing efforts to find ways to operationalize the theory validly.

Also, Maslow believed that human motivational needs have been arranged according to a hierarchical manner. If it is described further his view is that if the given level of needs is fulfilled or satisfied then no need to motivate in future. The following are the facts that identified the five levels of the need hierarchy briefly. 

1. Physiological needs  - this level is considered a lateral part of the hierarchy. According to theory once someone fulfills existence level that person is no more motivated.
   
   
2. Safety Needs – this level is similar to security needs. In this part, Maslow emphasizes the importance of both physical and emotional safety.
   
   
3. Love Needs – From this level, Maslow is concentrating on psychological requirements. If it is elaborated further this level of needs loosely corresponds to affiliation and affection needs. 
   
   
4. Esteem Needs  - Maslow tried to describe the needs for achievement, status and especially power. Further, he explained that the esteem level contains both self-esteem and esteem from others. 
   
   
5. Needs for self-actualization –Maslow’s major contribution, he illustrates this level as the culmination of all the lower, intermediate, and higher needs of humans. The ability to self-actualize is getting once the person gets to know about self-potential.

Literally, Maslow hasn’t any idea to apply his theory directly to the organizational context. But after the greatest efforts of Douglas Mcgregorit was able to convert and it became the content model of the work motivation shown in figure.

 

Thus, Maslow’s needs hierarchy becomes guidance for writers and other management textbooks and practitioners without any arguments.  Also, Maslow put every effort to revitalize and create a hierarchy of needs more applicable to motivation in a working context.

Hertzberg’s two-factor Theory 

Hertzberg categorized the needs into two broad categories; good and bad feelings as he concluded that job satisfiers are connected to job content at the same time dissatisfy factors are related to job context. Further based on the concept he labeled dissatisfies are hygiene factors and satisfiers are motivating factors:

Herzberg’s two-factor principles
Influenced by Hygiene Factors (Dis-satisfiers)	Improving motivator factors increases job satisfaction	Influenced by motivator factors (Satisfiers)
Working condition Coworker relations Policies & rules Supervisor quality	Improving the hygiene factors decreases job dissatisfaction	Achievements Recognition Responsibility Work itself Personal growth

After the introduction of Herzberg’s theory to the management field, managers were able to find the solution to why only hygiene factors can’t motivate their employees. Herzberg is the first person that stated that the hygiene factors are extremely incredible in order to maintain the human resources of the organization. Further, this is the theory that challenging jobs that have opportunities for responsibility, advancement, recognition, advancement and growth will motivate the individual. As a whole with the impact of Herzberg’s theory, he was able to add much to the better understanding of job content factors and satisfaction. As well as it should mention his model describes the part relating to work motivation on the other hand it’s not adequate to describe the complex motivation process of organizational context.

Equity Theory of Work Motivation.

The equity theory of motivation is the concept that what an individual receives for their work has a direct influence on their motivation. When applied to the workplace, it means an individual will commonly aim to produce stability amongst what they give to the organization compared to what they get in profit. The credit for formulating this theory belongs to J. Stacy Adams.

This is how to relate to work motivation when occurrences such as if one person’s perceived ratio is not similar to others, the particular person will strive to restore the ratio to equity. This behavior to restore equity is used as an explanation for work motivation. The strength of this motivation is in direct proportion to the perceived inequity that prevails. According to Adams illustrated motivation can be distinguished in several ways as restoring equity. A particular person would differ the inputs or outputs, cognitively distort the inputs or results, change the other, act on the other and leave the field. Moreover, the methodical data-based research results further illustrated the equity theory.  Thus one test was based on baseball players; as the theory predicts, that is players who played optionally also were paid inevitably also their performance was lesser. Also, the same group is when they are included in the new contract their performance was accepted. That means the opposite occurred than predicted by the theory. The foundation for such cognitive behavior is they wanted to enter into the new contract even though they paid inequitably.

The Porter –Lawler Expectancy Theory of Work Motivation

This theory is recognized as it is important for describing individual performance in an organizational context. Specifically, this can be used to illustrate the complex connectivity existing among performance, motivation, and satisfaction. Also, another important fact is this theory validates post consequences of the performance. The Porter –Lawler model recommends this is the noteworthy turn of occasions from the predictable wisdom that Performance leads to satisfaction. 

Though this theory hasn’t impacted real practices and process functioning in Human Resources management. It provides valid guidelines that can be utilized for the betterment of Human resources management. Further, the theory has identified several barriers which can influence the relationship between motivation and performance.

• The ambiguity surrounding the job requirements. 
• Doubt about the personal competencies. 
• The physical or practical possibility of the job.
• The interdependence of the job with other people or activities. 
• Hence the theory says that overcoming the above issues; understanding the psychological variables such as self-efficacy’s role while in the performance. 
• Further, the theory is suggesting following guidelines. 
• It should define what rewards are going to appreciate the values of employees.
• Predetermine the desired performance of an organization.
• Make an interconnection between value rewards and performance. 
• Make preferred rewards for exhibited performance. 
  

Also, this theory further emphasizes the importance of calculating the expectancies of future demand opportunities that can be created due to present turnover. Additionally often evaluating the connection between performance and reward invites fewer efforts in a group.

References:

1. Beckmann, J. and Heckhausen, H., 2018. Motivation as a function of expectancy and incentive. In Motivation and action (pp. 163-220). Springer, Cham.
2. Gray, R., 2000. Workplace motivation: A review of the literature. Retrieved from.
3. McDougall, W., 2015. An introduction to social psychology. Psychology Press.
   
4. PhD, F. R. (2014). The Best Place to Work: The Art and Science of Creating an Extraordinary Workplace (1st ed.). TarcherPerigee.
5. Riggio, R. E. (2012). Introduction to Industrial and Organizational Psychology, 6th Edition (6th ed.). Pearson.
6. Stoyanov, S., 2017. An Analysis of Abraham Maslow’s A Theory of Human Motivation. Macat Library.
7. Weiner, B., 2013. Human motivation. Psychology Press.

THE BASIC MOTIVATION PROCESS

As we discussed and identified the definitions of Motivation it can be elaborated as it is a sort of process that begins with either a psychological or physiological deficiency or requirement that activates a behavior or drive that is aimed at a goal or incentive. 

  NEEDS   →→→→→   DRIVES →→→→→   INCENTIVES

Figure1 – The Basic Motivation process

The above figure graphically indicates the process of motivation. Needs constructs drive aimed at goals incentives/ rewards. These three basic elements can be detailed further.  

• Needs – The reason for the generation of Needs is some kind of disparity arising either physically or psychologically. Kanfer (1991) has mentioned that need is acting like an inner tension that can influence conciliation in the cognitive process as a result of that creating a variable behavior.  Haslam et al. (2000) introduced a process-based analysis of need structure to emphasize that needs have a salient task in deriving the social identity approach to organizational behavior. The basic example of this is the human body is getting discrepancies due to food or water.   The instances are personality is derived from other people as a human association. Maybe psychological needs may be based on a deficiency sometimes it is not the reason.

• Drives – Except in a few occurrences drives or else the motives are getting going lessen the needs.  If it is a physiological drive can be literally defined as a deficiency with direction. Both physiological and psychological drives are action-oriented and provide an energizing thrust toward reaching an incentive. 

• Incentive - Incentives can be identified as anything that would reduce a need and drive. Further Klein, Seijts & Latham explained that the results of the incentives and personality affect performance over personal goals, goal commitment, and self-effectiveness (Klein et al. 2001, Seijts & Latham 2000a). Thus this achievement would restore either psychological or physiological balance as well as alleviate the drive. Having food, Drinking water, and starting new relationships are several instances of this, and those will manage and balance the corresponding drives.   

So these are the basic dimensions of the motivation process. This serves as a point of departure for the rest of this discussion. 

References:

1. Armstrong, Michael, Dorota Wąsik, Magdalena Klimowicz, Stephen Taylor, Michał Patkaniowski, Iwona Podsiadło, and Leszek Wójcik. Zarządzanie zasobami ludzkimi. Wolters Kluwer, 2016.

2. Kanfer, R., Frese, M. and Johnson, R.E., 2017. Motivation related to work: A century of progress. Journal of Applied Psychology, 102(3), p.338.

3. Latham, G.P. and Pinder, C.C., 2005. Work motivation theory and research at the dawn of the twenty-first century. Annual review of psychology, 56(1), pp.485-516.

DEFINITION

Motivation is derivative from the word 'motive', which signifies a person's needs, wishes, wants, or cravings. Basically, it is the process of motivating individuals to take action in order to achieve a goal. The psychological fundamentals fueling people's behavior in the context of job goals might include a desire for money. (Ganta, V.C., 2014)

The key to motivating employees is understanding that people are motivated to do something by the belief that it is in their best interest. As a result, you cannot motivate someone else. You can only influence them once they become motivated. (Bruce, A. (2006)

Further Successful companies create an environment where employees will feel high-pitched about themselves as a result, they like to perform at a higher level (Tracy, 2014). Manager’s responsibility is to get the best from each individual member of the team or department therefore, the organization has to carry out different motivational activities. It requires building a good work environment based on the relationship between employees and management (Manmohan, 2013).

References:

1. Bruce, A. (2006). How to Motivate Employees: 24 Proven Tactics to Spark Productivity in the Workplace. NY, McGraw Hill Professional.
2. Ganta, V.C., 2014. Motivation in the workplace to improve employee performance. International Journal of Engineering Technology, Management and Applied Sciences, 2(6), pp.221-230.
3. Tracy, B. (2014). How to Motivate and Inspire Employees [online].Available at: https://www.youtube.com/watch?v=R8TzmG-Pr40 [Accessed on 8 September 2019].

INTRODUCTION

There was an era when human resources were not recognized as the most important asset in an organizational context. At that time employees were considered as one of the inputs which would be required for the process of production. But some database researchers were able to change this thinking pattern as a consequence of those examinations helpful to recognize the uniqueness of the employees.  As Dickson mentioned in his writing Hawthorne studies conducted by Elton Mayo from 1924 to 1932 observed and revealed that employees are not motivated merely by financial benefits and employees’’ behavior is connected with their attitudes (Dickson, 1973). Moreover, Bedeian described that the Hawthorne Studies began the human relations approach to management, whereby the requirements and motivation of employees become the major concentration of managers (Bedeian, 1993).

Along with many other psychological constructs, motivation is presented as a crucial process of understanding behavior. The motivation for that word is describing the basic psychological route. Though some would have a contradicting idea regarding that motivation; it is the most vital factor that is most focused on the micro level in organizational behavior. Also, it should not ignore the number of data-based research articles and journals. The pieces of evidence for the cause of organizational behavior are much broader and more complex than can be explained by motivation alone. Further motivation acts together and acts in conjunction with other meditating processes and their environment. As Osborn, Irwin, Skogsberg, & Feltz described that motivation is a process" (Feltz, Irwin, Osborn, & Skogsberg, 2012). 

Also, the other crucial fact to keep in the mind is like the other cognitive processes motivation can’t be distinguished. Motivation is a kind of hypothetical construct that is used to help describe the conduct it should not be equated with behavior. It is a recognized fact by organizational behavior theorists that motivation has a major role to play within the organization as it reemphasizes the behaviors as it is filled with energy and enthusiasm. This fact is elaborately explained by the examiners stating their writings this way Motivation is a desire for change" (Chang, Cheng, Hong, Hwang, Lee, & 2009). "Motivation is a desire to do something" (Kim, & Lee, 2008). “Indeed the greatest challenge is that managers are motivating their subordinates in order to perform at optimum levels and as well achieving predetermined organizational objectives. Also, it is usual to observe that the same person acts in different ways at different times and some people perform better than others.  These and numerous other problems related to work performance have been provoking managers endlessly.

References

1. Bedeian, A.G., 1993. Management. Dryden Press.
2. Ganta, V.C., 2014. Motivation in the workplace to improve employee performance. International Journal of Engineering Technology, Management and Applied Sciences, 2(6), pp.221-230.
3. Kanfer, R., 1990. Motivation theory and industrial and organizational psychology. Handbook of industrial and organizational psychology, 1(2), pp.75-130.
4. Lindner, J.R., 1998. Understanding employee motivation. Journal of extension, 36(3), pp.1-8.
5. Osborn, K.A., Irwin, B.C., Skogsberg, N.J. and Feltz, D.L., 2012. The Köhler effect: Motivation gains and losses in real sports groups. Sport, Exercise, and Performance Psychology, 1(4), p.242.