Introduction
Motivation is a significant aspect in every organization, more so due to the intrinsic influence it provides to employees to work towards the improvement of the firm’s performance. Moreover, extrinsic forces or external forces affect motivation of employees; these extrinsic forces include rewards recognition, and advancement (Bruce & Peptone 1998, p.2).
Intrinsic motivation is based on desired personal satisfaction for good job while extrinsic motivations are rewards attained for a good performance. Employee motivation is important for every organization as it contributes to productivity and efficiency of its employees.
Generally, there are several ways that management motivates its staff; here, diverse methods need to be employed to cater for various workforces. This paper evaluates patterns of human behavior, the various motivating factors and explores how to motivate a diverse workforce
Understanding human behavior assists evaluate dynamics of the workforce (Childress & Childress, 2007, p.25). The patterns of human behavior can indicate the level of motivation in an employee, while the diversity of the workforce determines the type of motivation to be applied. Moreover, organizations are facing a challenge of managing a diverse workforce. Consequently, managers have to account for motives of workers constant change depending on the level they are at.
In contemporary organizations, employees will always be motivated to work not only due to presence of attractive compensation packages and conducive working environment, but also due to availability of interesting reward systems that include “job enlargement, job enrichment, promotions, internal and external stipends, monetary, and non-monetary compensation” (Childress & Childress, 2007).
However, motivation does not depend entirely on good salary packages; however, employees’ behavior influences their attitudes. The main factors that determine productivity of employees in an organization are cooperation and results.
There are three patterns of motivation – achievement motivation, power motivation and affiliation motivation. Moreover, achievement, recognitions, advancement, work, and responsibility are some motivating factors.
Literature review on employee pattern of human behavior
Despite of each employee being unique, his or her behavior is caused by some factors and can be predicted. Primarily, human behavior influences employees’ actions and reactions to various situations, and it is patterned with external and internal forces influencing the behavior. Behavioral patterns are expressed through individual behaviors constrained by the norms or values.
Some of human behaviors in employees are goal oriented, process oriented, pull or push factors, external/internal recognition, yes/no pattern, opportunity/compulsion and flow with the flow (Rathore, 2010, p.90). Nevertheless, motivation should reinforce behaviors that promote productivity and discourage behavior that counters productivity.
Process oriented employees who are process oriented believe in systems and orientation; these persons are best suited in functional works. On the other hand, goal oriented employees are focused on work and not the process.
Their primary motivation is the perceived goals of an individual; hence, all activities are directed towards fulfilling the perceived goal. Employees with this kind of behavior are motivated to do organizational tasks that are fitting with personal goals. Therefore, the sole way of motivating this group is by creating congruence between employee’s goals and organization’s goals.
Employee behavior can be grouped in two – tasks performance and contextual performance. Task performance behaviors are behaviors that are central when doing a task while contextual behaviors contribute to effectiveness in organization.
Generally, employees will exhibit different types of behaviour including “commander, drifter, attacker, pleaser, performer, avoider, analytical and achiever” (Rathore, 2010), with each of these behaviours having certain needs to be satisfied. For instance, commanders like being dominant, attackers expect to be respected, pleasers expect to be affirmed by all people, performers need recognition, and avoiders seek safety.
Identify motivating factors of employees
There are several factors that motivate employees; however, not all employees are motivated by the same factors (Andrews, 1988, p.251). When needs are strong they motivate and influence employee to do activities that satisfy their needs.
Hertzberg motivation-hygiene theory of employee motivation illustrates that motivation in an organization takes two forms – hygiene factors (low level) and motivation factors (high level). Hygiene factors include all aspects of job environment such as supervision levels, working conditions, and job security, constant improvement of these factors does not motive employees but prevent employees from dissatisfaction.
Motivation factors include achievement; however, recognitions, advancement, work, and responsibility are some motivating factors and they directly inspire employees to work (Singla, 2009, p.57). Maslow presents another set of factors that motivate employees, which are commonly referred to as Maslow’s hierarchy of needs.
The basis of motivation is a chain of needs namely physiological, security, affiliation, esteem, and self-actualization. Physiological needs are the basic requirement for existence of human being; safety need entail physical, economic, and psychological safety. Further, affiliation need is the want to relate well in the society. Nevertheless, needs are a source of motivation as employees go to various length to satisfy them (Singla, 2009, p.55).
However, the low hierarchy needs are relatively attainable by most persons; hence, not a constant source of motivation. Contrary, top hierarchy needs (self-actualization and esteem) are always a source of motivation since they are never satisfied. McClelland theory highlights three needs – achievement, affiliation, and power need that motivate employees.
The process-theory of motivation explores how individual is motivated where it is taken that employees engage in processes that they perceive to produce desirable outcomes.
On the other hand, expectancy theory suggests that employees’ motivation to do a piece of job depends on the expected results and perceived fairness and equity of the reward. Moreover, employees are highly motivated if they perceive that the desired goals are attainable (Nieuwenhuizen & Rossouw, 2009, p.76).
Discussion on motivating a diverse workforce within an organization
Organizations’ workforce comprises of diverse people; dimensions of workplace diversity include but are not limited to age, ethnicity, ancestry, gender, physical abilities/qualities, race, and sex. Generally, motivating diverse workforce requires understanding and addressing different values of the workforce, as well as “conscious team building, networking, and mentoring” (Shajahan, 2007, p.102).
Besides, flexibility, focus, and open communication are the key to motivating a diverse workforce. Individual employees have different need patterns, which are constantly changing; hence, the need for flexibility and proper communication. Therefore, for efficient motivation, leaders should understand the various groups in the workforce and their unique needs (Sonnenschein, 1999, p.7).
The workforce comprises of employees on different terms, i.e. permanent or contingent Workers, part-time, contract, or temporary workers. Motivating Contingent Workers – part-time, contract, or temporary workers is difficult and the have less commitment to organization’s goal.
The cultural difference of a workforce must be considered when motivating employees. If reward system is used as a motivating technique, the rewards should align with the unique needs of employees.
Maintaining fairness when rewarding or punishing is crucial in the workplace. Different age groups require diverse motivation techniques; for instance, a younger workforce is motivated by advancement incentive while an older group of employees requires security incentive (Shajahan, 2007, p.102). Indeed, motivating older generation of employees helps to retain highly skilled and knowledgeable workforce.
Application
Reward system for good performance provides motivation to employees. Some of reward systems that will be applied include gain sharing, profit sharing, and rewards skill based pay or flexible benefits.
The organization can use these types of systems to enhance productivity: Incentive is a strong and reliable tool of motivating employees; these incentives will be structured to meet various needs of employees. Research indicates that advancement and job security are the most important incentive.
Training incentive can be applied in an organization, as proper training increases intrinsic motivation. Various training and coaching schemes will be utilized to motivate workers in various departments. Generally, involving employees in setting organization goals can increase their involvement and commitment, thus making them motivated to attain goals they perceive to be unattainable.
Goal setting increases self-motivation and job satisfaction (Lussier & Achua, 2009, p.92). Consequently, the types of goals set will benefit both the employee and the organization. The need for advancement and recognition can be met by developing a succession plan, which will influence employees’ attitudes and behavior in attempt to qualify for promotion.
Subsequently, employees in the succession plan remain motivated to keep their position in the plan (Mathis & Jackson, 2007, p.319). Moreover, proper appraisal system would be used to facilitate proper evaluation of individual and team performance.
Establishment of a mentorship program where more experienced employees are matched with younger and inexperienced employees is essential. This program will facilitate retaining professional knowledge and promote cooperation between employees, which is essential in an organization.
On the other hand, there will be constant reshuffle of mentor to expose the young employees to various scopes of wisdom and knowledge from the experience workers. To avoid dissatisfaction, the organization will provide proper working environment and adequate reimbursement for their jobs.
Conclusion
Motivation is influenced by intrinsic and extrinsic factors. Basically, motivation, ability to work and work environment determine the level of productivity of an employee.
In addition, employees get motivated not only due to proper pay packages, but also by being given a conducive working environment where they are allowed to grow both career-wise and socially. Subsequently, maintaining a motivated workforce contributes to lowering of costs, as the organization is able to retain the productive workers.
Patterns of human behavior influence motivation of people by influencing employees’ actions and reactions to various situations. It is important to note that motivation is an internal influence of behavior; therefore, employees should be encouraged to adapt behaviors that promote productivity.
Needs are a major motivating factor such that the desire to meet specific needs influences behavior and attitude of employees. However, some levels of need are not a constant source of motivation as they can be satisfied, though other needs can never be satisfied hence they constantly motivated.
Employees are highly motivated if they perceive the desired goals are attainable and the rewards associated with the attainment of such goals are fair. Therefore, motivating goal-oriented employees is done by creating congruence between employee’s goals and organization’s goals
Motivating a diverse workforce is tricky because of individual differences in need patterns, given the fact that these need patterns are always under constant change. Therefore, flexibility and communication are essential in maintaining motivation among the workforce. Moreover, leaders should understand the unique needs of their diverse workforce so that they can motivate them appropriately.
References
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Bruce, A. & Peptone, J. (1998). Motivating Employees. NY: McGraw-Hill Professional.
Childress, Q. & Childress, P. (2007). 4-Square Human Development System: A Comprehensive Process for Human Behavior and Performance Development. Arizona: Wheatmark, Inc.
Lussier, R. N. & Achua, C. F. (2009). Leadership: Theory, Application, & Skill Development. OH: Cengage Learning.
Mathis, R. L. & Jackson, J.H. (2007). Human Resource Management. OH: Cengage Learning.
Nieuwenhuizen, C. & Rossouw, D. (2009). Business Management: A Contemporary Approach. Cape Town: Juta and Company Ltd.
Rathore, P. (2010) Discover the power within: realize your highest potential. New Delhi: Sterling Publishers Pvt.
Shajahan, S (2007). Organization Behaivior. New Delhi: New Age International.
Singla, R.K. (2003). Business Management. New Delhi: FK publications.
Sonnenschein, W. (1999). The Diversity Toolkit: How you can build, and benefit from a diverse workforce. Illinois: McGraw-Hill Professional.