What are the application and results of motivation

What are the applications of motivation and What are the applications of motivation Concept OR What are the application and results of motivation

The historical Motivational Concepts in OB and there applications. the content theory of motivation mainly focuses on the internal factors that energize and direct human behavior. Douglas McGregor said that managers hold one of two sets of assumptions about human nature: either Theory X or Theory Y 

Various theories of motivation, discussed previously have various applications in management practices. In applying motivation theories at workplace, both intrinsic and extrinsic aspects of the job must be considered. Intrinsic factors are directly related to the contents of a job while extrinsic factors are related to the context or environment in which the job is performed. Thus, motivation theories help in designing reward system, empowering employees, improving quality of work life, and work design. To some extent, a high level of employee motivation is derived from effective management practices. To develop motivated employees, a manager must treat people as individuals, empower workers, provide an effective reward system, redesign jobs, and create a flexible workplace.

There are as many different methods of motivating employees today as there are companies operating in the global business environment. Still, some strategies are prevalent across all organizations striving to improve employee motivation. The best employee motivation efforts will focus on what the employees deem to be important. It may be that employees within the same department of the same organization will have different motivators. Many organizations today find that flexibility in job design and reward systems has resulted in employees' increased longevity' with the company, improved productivity, and better morale. Managers and workers can be motivated by applying the following principles: To some extent, a high level of employee motivation is derived from effective management practices. To develop motivated employees, a manager can adopted any one or a combination of the following practices:

Job Design

Besides rewards, OB specialists emphasize job itself as a source of motivation. The process of assigning tasks to a job, including interdependency of those tasks with other jobs, is called job design. Job design has a critical impact on organisation and employee objectives. From the organisation's perspective, the way tasks and responsibilities are grouped can affect productivity and costs. Jobs that are not satisfying or are too demanding are difficult to fill. Boring jobs may experience higher turnover. For an employee, motivation and job satisfaction are affected by the match between job factor (content, qualifications and rewards) and personal needs. A thoughtful job design, therefore, can help both the organisation and its employees achieve their objectives. Poorly designed job, on the other hand, may lead to lower productivity, employee turnover, absenteeism, complaints, unionisation, resignations and other problems. It was Herzberg who conceived job design as an important instrument to motivate employees. Since then, job design has been used extensively all over the World. 

Employce Recognition 

This is a communication tool that reinforces and rewards the most important outcomes people create for the business. When people are recognised effectively, they can be.reinforced, with the chosen means of recognition, the actions and behaviours that are most desired for repetition. An effective employee recognition system is simple, immediate, and powerfully reinforcing. While considering employee recognition processes, employer needs to develop recognition that is equally powerful for both the organisation and the employee. Employer must address five important issues if he wants the recognition for the offer to be viewed as motivating and rewarding by his employees and important for the success of organisation. Employee recognition is the timely, informal or formal acknowledgement of a person's or team's behaviour, effort or business result that supports the organisation's goals and values, and which has clearly been beyond normal expectations. Appreciation is a fundamental human need. Employees respond to appreciation expressed through recognition of their good work because it confirms their work. is valued. When employees and their work are valued, their satisfaction and productivity rises, and they are motivated to maintain or improve their good work. Praise and recognition are essential to an outstanding workplace. People want to be respected and valued for their contribution. Everyone feels the need to be recognised as an individual or member of a group and to feel a sense of achievement for work well done or even for a valiant effort. Everyone wants a 'pat on the back' to make them feel good. Employee recognition is one of the keys to successful employee motivation. Employee recognition follows trust as a factor in employee satisfaction with their supervisor and their workplace. Employee recognition is a powerful element to be considered in motivating employees. Recognition is done at all the levels by everyone not just the senior managers, i.e., all levels of superrisors can recognise

behaviour, empowering those supervisors, but also ensuring that the recognition is timely, specific and meaningful to the person who receives it. The reward and recognition programmes proved to be great way to instil company values, meet goals, and improve financial performance. There are several ways to provide recognition to the employees, these are as follows: 

1) Years of Service: 

Implementing a recognition based on years of service can be motivational on several levels. Veteran employees that have received the award appreciate the way in which the company publicly acknowledges years of service. New employees that see veterans receive these awards are inspired to remain with the company and reduce turnover. Start at a milestone, such as five years of service, and offer the rewards in five-year increments. Offer cash rewards and additional paid vacation time as compensation. Because this kind of a programme reduces turnover, the company saves money on recruiting and training new employees. This investment for the staff will help to reduce the larger cost of replacing employees. 

2) Certificates: 

Not every recognition programme needs to cost the company money. Develop programmes that recognise employees with colourful printed certificates that are hand-signed by the executive team and the employee's immediate manager. Programme ideas include perfect attendance for each quarter and departmental employee of the month as voted by departmental employees. Encourage departmental managers to develop certificate recognition programmes as ways of letting employees know that their effort is appreciated without taking anything from the company böttom line. 

3) Production: 

Employee recognition programmes based productivity help to motivate the employees and increase output. These programmes should be open to all employees in the department. For example, develop an award that rewards the employee in the accounting department that collects the most revenue on invoices. Everyone in the accounts receivable department would be eligible, so it would increase productivity across the board, and the company will realise a steady stream of revenue from the invoices collected. 

4) President's Club: 

A President's Club is used as a way of recognising the top employee from each of the departments. Vendors can be involved in sponsoring the President's Club to help in reducing the costs. Advertise the President's Club recognition programme to the employees all year, and encourage employees to

focus on the programme sponsors when talking to clients. An effective President's Club award is a weekend trip for all of the winners to a popular vacation spot with all expenses paid. Allow employees to bring one guest each and remind employees constantly of the President's Club promotion to motivate them. 

Employee involvement 

Employee involvement has become a catch-all term to cover a variety of techniques. It encompasses employee participation or participative management, workplace democracy, empowerment, and employee ownership. Employee involvement is a participative process that uses the entire capacity of employees and is designed to encourage increased commitment to the organisation's success. The underlying logic is that by involving workers in those decisions that affect them and by increasing their autonomy and control over their work lives, employees will become more motivated, more committed to the organisation, more productive, and more satisfied with their jobs. Participation and employee involvement are not synonyms. Participation is a more limited term and is a sub-set within the larger framework of employee involvement. Various forms of employee involvement programmes are participative management, employee stock ownership plans, quality circles, etc. 

Employee Involvement e Employee involvement programmes promote company loyalty by encouraging employees to take mental ownership of the business. The programmes can also improve productivity, workplace safety and the company's future. Once employee programmes are set-up, they require little effort. Examples of employee programmes include suggestion boxes, safety committees and idea weeks. 

Involvement/Participation is also a means of recognition. It appeals to the need for affiliation and acceptance. Above all, it gives people a sense of accomplishment. But encouraging participation should not mean that managers weaken their positions. Although they encourage involvement of subordinates on matters with which the latter - - and although they listen carefully, on matters requiring the they must decide themselves. The best subordinates would any other way, and few subordinates ever have respect for a weun superior. 

An employee-involvement program relates to the participation of employees in management functions. Employees and the management jointly perform the activities. The employee-involvement program has

program other than participative management, for example, participative performance relationship, representative participation, and so on. Employee involvement aims to utilize the maximum capacity of employees by mutually encouraging them. Involving employees at decision-making levels, giving them more autonomy and encouraging them for better performances help utilize the entire capacities of employees. It makes employees committed to the organization, increases motivation and helps them to be more productive. Some of the ways to increase employee involvement are: 

1) Participative Management: 

Participative management refers to the sharing of decision-making power by employees with the immediate superior. The essence of participative management is that employees' interests are served. Their involvement is encouraged to develop work culture. The participative functions are also helpful to management because a manager cannot be fully aware of the technicalities of each and every function. 

2) Representative Participation: 

Representative participation is practiced when all the employees cannot participate in the decision- making process. A small group of employees who represent all the employees is given the power of participating in the management. Some selected employees who are specially qualified participate in management practices. They know all the problems of the employees as well as the technical problems of the organization. These groups of employees are given some specific names such as works council, work committees and so on. They are necessarily consulted by the management. The elected or nominated members of the work council are fully aware of their problems. 

3) Quality Circle: 

A quality circle is a group of employees who discuss the quality problems, cost control and problem solution propositions. It includes employees as well as the supervisor. The solutions are studied and analyzed to make them more effective. Employees seek feedback from the persons concerned about the quality and its acceptability. It is a research-like technique to understand problems, diagnose problems, collect information and data, analyze and interpret, find solutions and review solutions before implementation. The impact of solutions on quality control is reviewed from time to time. The employees suggest whether the productivity can increase at the given quality and standard. A quality circle is formed in big organizations in India wherein expert engineers are assigned the job of deciding on a particular level of quality. Quality management has become a specialized job these days in India. It is spreading to new firms also.

4) Employces' Ownership: 

Employees are allotted shares in lieu ofa cash bonus in many industrial houses. The employees' ownership plan is the company's benefit plan. The employees get ownershin and the right to appoint their directors. A sense of belonging e developed. They have job satisfaction and work motivation Employees are made to realize that they are the owners of the company. Many business houses in India have started issuing bonus shares to their employees who are given the authority and power of a shareholder. The confidence and credibility of such employees will increase. They feel proud of being associated with the company. The organization's image, employees' satisfactions and performance will increase on account of employees' ownership programs. 

Reward System :-

Reward system is defined as an integrated system that ensures equitable avenues to employees for fulfilment of their financial and non-financial needs and recognition urge for their contribution to attainment of organizational goals. An employee reward system consists of an organization's integrated policies, processes and practices for rewarding its employees in accordance with their contribution, skill and competence and their market worth. It is developed within the framework of the organization's reward philosophy, strategies and policies and contains arrangements in the form of processes, practices, structures and procedures which will provide and maintain appropriate types and levels of pay, benefits and other forms of reward. 

Job Enrichment :-

Job enrichment implies increasing the contents of a job or the deliberate upgrading of responsibility, scope and challenge in work. Job enrichment is a motivational technique which emphasizes the need for challenging and interesting work. It suggests that jobs should be redesigned so that intrinsic satisfaction is derived from doing the job. In its best applications, job enrichment leads to a vertically enhanced job by adding functions from other organisational levels, making it contain more variety and challenge and offer autonomy and pride to the employee. The job-holder is given a measure of discretion in making operational decisions concerning his job. In this sense, he gains a feeling of higher status, influence and power.