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The Motivation Process and Its Relation to Our Team

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The Motivation Process and Its Relation to Our Team

Motivation is the effort of management to make all their employees happy, to do their best and to assist in the achievement of the goals of the company, manager and employee. We are all human and as such we need the personal approval of our parents, siblings, peers, subordinates, managers and those further up the corporate ladder. Years of studies have developed several theories on the best ways to motivate people. Four of these theories discussed in our text book, Organizational Behavior (2002) by John Schermerhorn, James Hunt, and Richard Olsen, are: David I. McClelland's Acquired Needs Theory, Frederick Herzberg's Two-Factor Theory, Clayton Alderfer's ERG Theory, and Abraham Maslow's Hierarchy of Needs Theory (p. 155). These theories deal with individual's feelings towards their jobs. These techniques are used to promote the best part of ourselves, the organization and how we do business. By examining each of these theories to gain understanding, we can easily relate them to our organizations, our learning team, and to our life. We even realized that their may be an evolutionary process that occurs with both maturity and motivation.

The Acquired Needs Theory

The Acquired Needs Theory of Motivation outlined by David McClelland as discussed by Schermerhorn, et al., (2002) stipulates that individuals are motivated to contribute to an organization to satisfy intrinsic needs that fall into three main categories: the need for achievement, the need for affirmation, and the need for power (p. 157). Schermerhorn, et al. (2002) explains these needs as follows: "The need for achievement is the desire to do better, solve problems, or master complex tasks" (p. 157); "The need for affirmation is the desire for friendly and warm relations with others" (p. 157); and "The need for power is the desire to control others and influence their behavior" (p. 157). While these individuals' areas are not all inclusive and people often have a mix of needs to be fulfilled that are constantly changing.

The Two-Factory Theory

In Organizational Behavior, Frederick Herzberg's Two-Factor Theory of motivation is explained as a theory which divides motivation into two sections. One section concerning "job dissatisfaction" (Schermerhorn, et al., 2002, p. 158) lists the following factors, as reported by Schermerhorn, et al. (2002): "organizational policies, quality of supervision, working conditions, base wage or salary, relationships with peers, relationships with subordinates, status and security" (p. 158). The second section listed by Schermerhorn, et al. (2002) concerns "job satisfaction" (p. 158) listing the following factors: "achievements, recognition, work itself, advancement and growth" (p. 158).

The ERG Theory

Schermerhorn (2002) explains that Clayton Alderfer's ERG theory divides motivation into three parts or needs. These individual parts are further explained as: "existence needs-desire for physiological and material well being; relatedness needs-desire for satisfying interpersonal relationships and [lastly] growth needs - desire for continue personal growth and development" ((Schermerhorn, et al., 2002, p. 156)

The Hierarchy of Needs Theory

Abraham Maslow's theory of motivation is divided into two sections: one section is the "Higher Order Need" (Schermerhorn, et al., 2002, p. 155) consisting of "self-actualization...the need to fulfill oneself; to grow and use abilities to fullest and most creative extent" (p. 156) and "esteem...respect, prestige, recognition, need for self-esteem, personal sense of competence, mastery" (p. 156) Then comes the "Lower Order Needs" (Schermerhorn, et al., 2002, p. 155) consisting of "social...need for love, affection, sense of belongingness in one's relationships with other persons, safety...need for security, protection, and stability in the physical and interpersonal event of day-to-day life, [and] physiological - need for biological maintenance, need for food, water and sustenance" (p. 156).

Standard Organizational Motivational Process

Organizations are often firm believers in the Maslow processes of motivation. The organization places importance on the employees' personal concepts of the various needs and incorporates them into the daily function of business. The employees of the organization are individuals who need to be challenged. "Self-actualization" (Schermerhorn, et al., 2002, p. 156) encourages the employee to analyze how they can be productive and learn simultaneously. This helps the business because they are making the most of their human resource.

High "esteem" (Schermerhorn, et al., 2002, p. 156) from employees ensures that the best products are coming to fruition. The organization makes the employees feel good about them so that they, in turn, feel good about working for the business.

The social dynamics between the employer and employees are encouraged; without it the success of the team would be minimal. Everyone is appreciated for his or her contributions. Acknowledgements within the organization are important to creating the sense of belonging and respect the business wants to maintain optimal performance.

Furthermore, the organization creates a nurturing environment for all employees. Goals and objectives could not be completed if the employees are worrying about other things besides their daily tasks. The business provides resources for all safety aspects. If a person is troubled, they provide counseling. When there are organizational changes they hold reassurance meeting. The organization is very tuned in with the need for stability within the work place.

Finally, the business understands that employees do not work because they have nothing better to do; but because a source of income is crucial to the livelihood of most employees. The development of physiological profiles for the employees can ensure they are getting everything they need from their employment to sustain their quality of life adding to the organization's success. Before an employee is hired the physiological demands are examined and the organization determines whether or not they can meet those demands.

Our Learning Team Motivational Process

Our Learning Team's motivational process is based on acquired needs. The team has a desire for success and an overall polished appearance. The achievement aspect of this processes represent the qualities of the team dynamic



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