Motivating Yourself and Others

             Motivation is a major component of human relations  training because it gives  us a framework for understanding why people do the things they do. In a work  setting, it is what makes people want to work. Internal motivation occurs when the task or duty performed is in itself a reward. External motivation is initiated  by another person and usually involves rewards or other forms of reinforcement for a job well done. Most authorities on motivation recommend that organizations attempt to provide their employees with a mix of external rewards and internal satisfaction.

            People are motivated by different needs. The motivational cycle describes the steps an individual goes through in satisfying a felt need. Motives are individualistic and can change over the years. Because there is no valid measure of  a person's motives, motives can only be inferred. Motives vary in strength and importance and are therefore hierarchical. Maslow's hierarchy of needs theory states that psychological needs will come first, followed by safety and security,  social, esteem, and then self&-actualization needs. According to Maslow, although any need can be a motivator, only higher&-order needs will motivate  people over the long run.

            Managers must accomplish their goals through and with other people, and they are primarily responsible for motivating their subordinates. McGregor's  Theory X and Theory Y reflect a pessimistic and an optimistic view of human behavior, respectively. Theory X managers believe that employees do not really  want to work and can be motivated to do so only through close supervision and the threat of punishment. Theory Y managers attempt to understand what truly motivates employees and give them due respect and consideration.

            William Ouchi formulated a third theory, Theory Z, which describes another management style. This style, based on a model used by many successful Japanese companies, emphasizes treatment of employees like a family, lifetime employment, group decision making, and loyalty to the company. This management  style has been found to satisfy both lower&-level and higher&-level needs.

            Contemporary organizations attempt to motivate their employees through job design modifications, intrapreneurial incentives, training and education, incentives, and empowerment.