Employee Motivation

Simply stated, the job of a manager is to obtain the most efficient flow of productivity through control of the related goods and personnel under the manager's sphere of influence. The one variable most difficult to control in this "managerial equation" is the actions of those directly influencing the manager's effectiveness. It then becomes the goal of the manager to take the leadership role and motivate everyone to a similar goal.

Unfortunately, motivational theory and practice are difficult subjects covering multiple disciplines. An understanding of human nature, "what makes people tick", is required to truly understand how to motivate people. By understanding the basic principles of human nature, we can develop strategies to achieve effective and productive results in motivating others.

Fortunately, a large body of work by psychologist, sociologist, behaviorist, and researchers already exists to begin at least a basic understanding of motivation. Most notably the works of Abraham Maslow, Douglas McGregor, Frederick Herzberg, Clayton Alderfer, and David McClelland have application in both management theories and/or in employee motivation. In our quest to understand what motivates a worker, we can use this limited sampling of some of the more notable theorist of the later part of the twentieth century and their observations, to develop practical applications in motivating employees.

As long as there has been an organized society, there has been a need for some form of management. Management principles as we know them are a recent phenomenon. The industrialization in the twentieth century gave rise to the concepts of "scientific management". Some of the earliest philosophers of motivational theories included:

* Max Weber-- work contributes to salvation; Protestant work ethic

* Sigmund Freud-- delve into the unconscious mind to better understand a person's motives and needs

* Adam Smith-- "enlightened" self-interest; that which is in the best interest and benefit to the individual and to other people

* Frederick Taylor-- founder of scientific management (1911); emphasized cooperation between management and labor to enlarge company profits

It was not until the mid-twentieth century that an American psychologist, Abraham Maslow published A Theory of Human Motivation and pioneered concepts such as self-actualization and the hierarchy of needs, which would make workers into a "better type of human being". He set an idealistic goal: "Proper management of the work lives of human beings, of the way in which they earn their living, can improve them and improve the world, and in this sense be a utopian or revolutionary technique." It was through the properly managed company, Maslow argued, that the individual could find personal growth and achieve the ultimate aim of human existence - "self-actualization". Seeming to echo the protestant work ethic of Webber, the "only real path [to personal salvation is] via hard work and total commitment to doing well the job that fate or personal destiny calls you to do, or any important job that 'calls for' doing". Work was, Maslow continued, the route to happiness.

Maslow believed that all the "good" qualities in people are inherent and present at birth. These qualities are gradually lost or modified dependent of forces and experiences in life. Maslow also believed all humans are motivated to achieve through their desire to satisfy these inherent needs that he placed in a hierarchal format:

* Self-actualization needs (Highest) - realizing one's dreams and potential, reaching the heights of one's gifts and talents

* Esteem needs - recognition, acknowledgment, rewards

* Social needs contact and friendship with fellow-workers, social activities and opportunities

* Safety needs - a safe and non-threatening work environment, job security, safe equipment and installations

* Physiological needs (Lowest)- the ability to acquire food, shelter, clothing and other basics to survive

Maslow believed man is a "perpetually wanting animal" seeking to satisfy these needs. Upon feeling satiated in having met the needs at one level, he would seek the next level. This constant evolution of desires would culminate in man seeking self-perfection through self-actualization. The highest state of self-actualization would be characterized by integrity, responsibility, magnanimity, simplicity, and naturalness.

Maslow's work grew to be the cornerstone of many later motivational theories, but was not without its' critics. Some would argue that the needs were not hierarchal at all (Smith), while others would even take different views to defining what motivates people.

Douglas McGregor developed management ideas seemingly based on the beliefs of Maslow, in that people had intrinsic motivators. In 1957 McGregor, published The Human Side of Enterprise. He developed his Theory X in the seemingly traditional style of strict discipline and punishment for failure to succeed. He essentially believed people were lazy and would avoid work and they have no ambition or initiative and avoid taking responsibility when possible. An employee's basic desire is security and to motivate them, they need to be rewarded, intimidated, and/or punished to perform

Theory X in relation to the work of Maslow is concerned only with the lower needs in the hierarchy. If this "stick and carrot'" philosophy of management theory were valid, managers would have to constantly police their staff, not being able to trust them nor motivate those who fail to cooperate without intimidation. (Carbone 24)

This creates a highly oppressive system in which management must be involved with all of their employee's functions and severely limits creativity. The punishment or "stick" in this idea may actually be counter-productive by creating a rift between management and employees. Instead of each group working toward a common goal of organizational success, they are polarized in an "us" (employees) against "them" (management) division. (Carbone 24)

The "carrots" of recognition, approval, praise, and compensation for good work and effort may be motivators in themselves. Employees, who feel their efforts are valued and they themselves are empowered, are more likely to work towards a common goal.

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