Page 249 - DMGT402_MANAGEMENT_PRACTICES_AND_ORGANIZATIONAL_BEHAVIOUR

Management Practices and Organisational Behaviour

Notes 11.4 Summary

Motivation is the internal condition that activates behavior and gives it direction; energizes
and directs goal-oriented behavior.

The challenge at work is to create an environment in which people are motivated about
work priorities.
Too often, organisations fail to pay attention to the employee relations, communication,
recognition, and involvement issues that are most important to people.
The first step in creating a motivating work environment is to stop taking actions that are
guaranteed to demotivate people.
The next step is to identify and take the actions that will motivate people.
There are various theories to motivate people at work places.
A few techniques that can motivate people at work are making only the minimum number
of rules and policies needed to protect the organisation legally and create order in the
work place; publishing the rules and policies and educating all employees, developing
guidelines for supervisors and educating them about the fair and consistent application of
the few rules and policies, etc.

11.5 Keywords

Benevolent: People who are comfortable with an equity ratio less than that of his or her comparison
other.
Entitled: People who are comfortable with an equity ratio greater than their comparison to the
other.
Instrumentality: The belief that performance is related to the rewards.
Relatedness needs: Deal with our need to be accepted by others, achieve mutual understanding
on matters that are important to us and exercise some influence over those with whom we
interact on an ongoing basis.
Valence: The value or importance one places on a particular reward.

11.6 Self Assessment

Fill in the blanks:
1. Motivation is the underlying process that .................., .................. and sustains behaviour in
order to satisfy physiological and psychological needs.
2. One important organisational implication of the hierarchy of needs concerns the ..................
and .................. that have a bearing on how to manage people at work
3. McClelland has analyzed various needs in terms of their relationship to .................. .
4. Reinforcement theory .................. the inner state of the individual.
5. Expectancy refers to the .................. relationship between a given level of effort and a given
level of performance.

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