Motivation Paper

Mr. Matthew John Graffham

If at the early stages of employment it is identified in what style of management an individual is likely to follow, the final results can perhaps be more conceivable. When people are interviewed for administrative positions, are the interviewers 52074979

looking to find people who can inspire others to do their best? People who could encourage people to work for lengthy periods, even under trying conditions? People who are seen as team builders rather than bosses? When looking for someone to fill an administrative position, is it best to select someone who tries to “be the boss”, who believes the way to motivate is to exert themselves with threats, bullying, and sanctions, even though such an tactic has shown to have little effect upon teachers with permanent status, and employees that belong to unions. (Caroline Minter Hoxby, (1996) Perhaps an individual that tries to be a “team builder” would be a better choice, as the members of staff will have a higher desire to achieve organizational goals. “Team members can also

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Mr. Matthew John Graffham gain social satisfaction, be more productive, enhance communication among

themselves, and feel empowered” (Kanpol, (1990), 104) would be 52074979

a better choice? “All leaders must develop a basic understanding of personal motivation recognizing its complexity and theoretical foundations. Individuals will respond differently to motivational strategies based upon their experiences, the work environment, and the situation. Administrators must take these factors into consideration when seeking to motivate faculty members. Having the ability to understand the distinction between satisfaction and motivation is also critical”. (Lehman, (1989), 79-80) How ever an individual decides to administer his/her subordinates it is imperative they understand motivation. Motivation can best be described as the inner state which triggers behavior and gives it a pathway; invigorates and guides goal-

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Mr. Matthew John Graffham oriented conduct. According to an assortment of hypothesis, motivation could conceivably be entrenched in the primary prerequisite to curtail physical pain and enhance pleasure, or it possibly will encompass unambiguous requirements such as

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consumption of food, water, and sleeping, or a longing for a specific objective, pastime, object, way of life, moral value, or it might be attached to less- perceptible reasons such as philanthropy, ideology, or to circumvent ideology. Extrinsic motivation extends from outside of the executor. Wealth is the most obvious example, but intimidation and threat of reprimand are also frequent extrinsic motivations. Social psychological research has denoted that extrinsic rewards can develop to greater validation and a successive diminution in intrinsic motivation. (Edward L. Deci and Richard M. Ryan, (1999)

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Mr. Matthew John Graffham Competition for example is habitually extrinsic since it encourages the performer to prevail and defeat others, not to take pleasure in the intrinsic rewards of the pursuit. Extrinsic incentives occasionally diminish the motivation as well. In one study done by Green & Lepper, children who were 52074979

generously rewarded for drawing with felt-tip pens later showed

little interest in playing with the pens again. See Rachel Karniol and Michael Ross, (1977) “Intrinsic motivation extends from rewards inherent to a task or activity itself - the enjoyment of a puzzle or the love of playing” Deci, E, (1972), this type of motivation has been analyzed by social and educational psychologists ever since the early 1970s. Exploration has established that it is more often than not linked with high occupational accomplishment and satisfaction by employees. Intrinsic motivation has been described by Bandura's work on self-efficacy, Fritz Heider's

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Mr. Matthew John Graffham attribution theory, and Ryan and Deci's cognitive evaluation theory. Employees are likely to be intrinsically motivated if they: attach their organizations outcomes to internal factors that they can control, deem they can be a flourishing driving force in reaching desired goals, and are engrossed in mastering their profession, rather than working to receive an excellent salary. 52074979

There are a number of motivational theories which an administrator can use to administer his/her subordinates.

The incentive theory of motivation depicts a reward, tangible or intangible is offered after the prevalence of an action (i.e. behavior) with the aim of causing the behavior to occur again. This is accomplished by correlating positive meaning to the behavior. Research has shown that if the person obtains the reward instantaneously, the effect would be greater, and decreases as periods lengthen. Recurring action-reward blending can instigate the action to become habit. Motivation derives from two sources: oneself, and other people. These two sources are called intrinsic motivation and extrinsic motivation, respectively.

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Mr. Matthew John Graffham It can be much harder than it seems for administrators to apply proper motivational techniques “when creating a reward system, it can be easy to reward A, while hoping for B and in the process, reap harmful effects that can jeopardize your goals”. Steven Kerr, (1978) A reinforcer is distinct from reward, because reinforcement is expected to generate a calculated rise in the degree of 52074979

desirable behavior proceeding the introduction of something to the environment.

Administrators would be wise to understand Abraham Maslow’s, (1943) hierarchy of human needs theory as it is one of the most extensively conversed theories of motivation. The theory can be recapitulated as follows: Individuals have requirements and wishes which manipulate their behavior. Only unsatisfied needs influence behavior, satisfied needs do not. Since requirements are many, they are situated in order of importance, from the basic to the complex. An individual advances to the next stage of needs only after the lower level need is at least moderately satisfied. The higher the advancement

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Mr. Matthew John Graffham up the hierarchy, the more uniqueness, humanness and psychological health a person will demonstrate. The needs, listed from basic (lowest, earliest) to most complex (highest, latest) are as follows: Physiological- Breathing, water, food, sex, sleep, homeostasis, excretion. Safety– Security of: body, employment resources, morality, the family, health, property. Love/Belonging52074979

Friendship, family, sexual intimacy. Esteem- Self Esteem, confidence, achievement, respect of others, respect by

others and Self actualization- Morality, creativity, spontaneity, problem solving, lack of prejudice, acceptance of facts. Considering then that motivation is determined via the existence of unsatisfied needs, it would deem sensible for a manager to understand which requirements are more significant for individual employees. Physiological requirements are those necessary to maintain life according to Maslow's theory, if such needs are not fulfilled then

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Mr. Matthew John Graffham one's motivation will occur from the quest to satisfy them. Higher needs such as social needs and esteem are not experienced until an individual has met the needs basic to one's bodily operation. The moment physiological needs are satisfied; an individual’s attention turns to safety and security to ensure they are 52074979

protected from the dangers of physical and emotional harm. Such needs can possibly be satisfied by: residing in a safe area, health insurance, occupational security and emergency supplies of cash.

According to Maslow's hierarchy, if an individual senses that they are in the line of danger; later needs can not be paid attention to. Upon an individual meeting their lower level physiological and safety needs, higher level needs become significant, the initial requirement being social needs. Social needs are those associated to interaction with other individuals and may include: A necessity to belong, also a necessity for friends, and finally the necessity to give and receive love. Upon an individual feeling they

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Mr. Matthew John Graffham belong, the need to feel important surfaces. Esteem needs may be categorized as internal or external. Internal esteem needs are those related to self-esteem such as self respect and accomplishment. External esteem needs are those such as social status and recognition. Some esteem needs are: Self-respect, Accomplishment, Attention, Recognition, and Status. 52074979

Maslow later developed his ideal to embrace a stage amid esteem needs and self-actualization: the need for knowledge and aesthetics. Self-actualization is the pinnacle of Maslow's hierarchy of needs. It is the pursuit of reaching one's full capability as a person.

Unlike lower level needs, this need is never fully contented; as one grows psychologically there are constantly new opportunities to resume growth. Self-actualized individuals are inclined to have requirements such as: Truth, Justice, Wisdom and Meaning. Self-actualized

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Mr. Matthew John Graffham individuals have recurrent incidences of peak experiences, which are dynamic moments of tremendous exhilaration and harmony. According to Maslow, only a minute proportion of the population accomplishes the plane of self-actualization. If Maslow's ideals hold, there are some significant connotations 52074979

for management. There are prospects to motivate the workforce through administrative style, job specification, organization events, and remuneration packages, some instances of which follow: Physiological needs: Make available opportunities for rest, and to eat. Provide an income that is sufficient to purchase the essentials of daily life. Safety Needs: Provide job security, a safe working environment, and retirement benefits. Social Needs: Generate a

feeling of convergence by means of team-based projects and communal events. Esteem Needs: Acknowledge accomplishments to engender a feeling of appreciation and value. Offer job labeling that communicates the magnitude of the position. Self-

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Mr. Matthew John Graffham Actualization: Bestow employees a challenge and the prospect of attaining their full career capabilities. Nevertheless, not all individuals are motivated by identical needs at any one time numerous people may be driven by utterly different aspects. It is imperative to comprehend the needs being 52074979

pursued by each member of staff. To motivate a member of staff, the administrator should be able to identify the requirement level at which the employee is functioning, and use those requirements as influences of motivation. Despite the fact that Maslow's hierarchy has significance from an intuitive perspective, there is little substantiation to espouse its hierarchical aspect. Moreover, there is evidence that conflicts with the order of requirements specified by the ideal. For instance,

various societies give the impression that social needs come before others. Maslow's hierarchy also has problems elucidating cases like the "starving artist" whereas an individual disregards

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Mr. Matthew John Graffham lower needs in a quest of greater ones. In conclusion, there is no verification to propose that individuals are motivated to satisfy only one need level at a time, except in circumstances where there is a clash between needs. Albeit Maslow's hierarchy, (1943) is short of scientific foundations, it is renowned and is the first theory of motivation to which many people are introduced. To 52074979

tackle some of the concerns of Maslow's theory, Clayton Alderfer, (1969) developed the ERG theory, a needs-based ideal that is further coherent with experimental findings. Clayton Alderfer, (1969), escalating on Maslow's hierarchy of needs, fashioned the ERG theory. The Alderfer’s existence, relatedness and growth (ERG) theory may be a bit more balanced. For instance, in Alderfer's ERG model, sex does not need to be in the lower category as it is in Maslow's model, because it is not crucial to the person's subsistence. As a result of shifting sex to a

less specific stage and more to the relatedness level, the theory no longer predicts that people have to have sex prior to thinking about going to school, like Maslow’s theory does. While love and

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Mr. Matthew John Graffham self esteem needs are placed in the relatedness category. The growth section encloses our self-actualization and self-esteem requirements. Self-determination theory, developed by Edward Deci and Richard Ryan, (1972), concentrates on the significance of intrinsic 52074979

motivation in influencing human behavior. Like Maslow's hierarchical theory and others that built on it, SDT posits an innate inclination concerning growth and development. Disparate to these other theories, however, SDT does not contain any form of "autopilot" for attainment, however as an alternative necessitates active encouragement from the environment. The principal factors that further motivation and development are independence, capability, criticism, and relatedness. Personnel in any company need something to keep them operational. More often than not the salary of the member of staff is

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Mr. Matthew John Graffham adequate to keep him or her working for an organization. On the other hand, sometimes just working for wages is insufficient for a member of staff to stay at an organization. An employee must be motivated to work for a company or organization. If no motivation is in attendance, then that member of staff’s quality of work or all work on the whole will decline.

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Preserving an employee working at full potential is the definitive goal of employee motivation. Concomitantly there are limitless amounts of motivators; there are limitless amounts of processes to assist in keeping members of staff motivated. Some traditional ways of motivating workers are placing them in rivalry with each other. Friendly rivalry is a celebrated way to produce motivation among members of staff. This gives employees an opportunity to flex their working skills in a competition beside their peers. This will motivate employees with an outcome of enhanced production; it can also give the employer an idea of who is being most productive.

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Mr. Matthew John Graffham Amongst the basic echelons of Maslow's hierarchy of requirements, for instance Physiological needs, money is a motivator; however it tends to have a motivating outcome on employees that remains only for a brief period. At more advanced stages of the hierarchy, eulogy, admiration, acknowledgment, empowerment and a sense of belonging are much more 52074979

influential motivators than money, as both Abraham Maslow's theory of motivation, (1943) and Douglas McGregor's Theory X and theory Y, (1960) reveal. In Abraham Maslow’s theory he places money at the bottom stage of the hierarchy and demonstrates other needs are superior motivators to employees. McGregor sites money in his Theory X category and stipulates it is a pitiable motivator. Eulogy and acknowledgment are situated in the Theory Y category and are reckoned stronger motivators than money. Motivated employees always look for superior ways to perform a task. Motivated employees are more excellence oriented. Motivated workers are more industrious.

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Mr. Matthew John Graffham Motivation by peril is a dead-end approach, and unsurprisingly employees are greatly enthralled by the opportunity side of the motivation ideal than the intimidation side. Motivation is an influential tool in the occupation environment that can escalate to employees functioning at their greatest and most efficient 52074979

echelons of production.

In order to motivate effectively administrators must place people first. They must also value honesty and value quality. They would also benefit from understanding the significance of hard work, demonstrate excellent effective listening skills, exhibit trust, respect sensitivity, and compassion. These principles must be poised with a high value for family life and a passion for professionalism. Just remembering that they are a model others look to for leadership and administrating effectively will be a motivator in itself

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Mr. Matthew John Graffham References Alderfer, C. P (1969). An empirical test of a new theory of

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human needs. Organizational Behaviour and Human Performance, 4, 103-175 Barry Kanpol (1990) Empowerment: The Institutional and

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Cultural Aspects for Teachers and Principals NASSP Bulletin, 52074979

Vol. 74, No. 528, 104-107

Caroline Minter Hoxby, 1996, How Teachers' Unions Affect

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Education Production. Deci, E.L. (1971). Effects of externally mediated rewards on

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intrinsic motivation. Journal of Personality and Social Psychology, 18: 105-115 • Deci, E. (1972), "Intrinsic Motivation, Extrinsic Reinforcement, and Inequity", Journal of Personality and Social Psychology 22 (1): 113-120 Eisenberger, R., and J. Cameron, (1996). Detrimental effects

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of reward: Reality or myth? American Psychologist, 51, 11531166 Eisenberger, R., and J. Cameron, (1999). Effects of reward on

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intrinsic motivation- Negative, neutral, and positive: Comment on Deci, Koestner, and Tyan (1999).Psychological Bulletin, 125, 677-691 Goldthorpe, J.H., Lockwood, D., Bechhofer, F. and Platt, J.

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(1968) the Affluent Worker: Attitudes and Behaviour Cambridge: Cambridge University Press.

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Mr. Matthew John Graffham

Kasser, T., and Ryan, R. (1993). A dark side of the American

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dream: Correlates of financial success as a central life aspiration. Journal of Personality and Social Psychology, 65, 410-422. • Maslow, A.H. (1943). A theory of human motivation. Psychological Review, 50, 370-396. • Mawhinney, T.C., Dickinson, A., and Taylor, L. (1989). The 52074979

use of concurrent schedules to evaluate the effects of extrinsic rewards on “intrinsic motivation.” Journal of Organizational Behavior Management, 10(1), 109-129 Rachel Karniol and Michael Ross (1977) The Effect of

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Performance-Relevant and Performance-Irrelevant Rewards on Children's Intrinsic Motivation Reiss, Steven (2004), "Multifaceted nature of intrinsic

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motivation: The theory of 16 basic desires", Review of General Psychology 8 (3): 179-193, doi:10.1037/10892680.8.3.179, http://nisonger.osu.edu/papers/Multifaceted %20nature%20of%20intrinsic%20motivation.pdf Staw, B.M. (1976). Intrinsic and extrinsic motivation.

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Morristown, NJ: General Learning Press. S Kerr, JM Jermier - Organizational behavior and human

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performance, 1978 Thorndike, E.L. (1911). Animal intelligence. New York:

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Macmillan.

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Mr. Matthew John Graffham www.wikipedia.com/Douglas McGregor's Theory X and

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theory Y (1960) •

www.wikipedia.com/Clayton Alderfer (1969)

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www.wikipedia.com/Edward Deci and Richard Ryan (1972)

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