10 new characteristics of the concept of motivation

10 different Meaning of Motivation

From the above definitions of motivations, certain characteristics of the concept of motivation can be identified:-

1. Motivations need to be renewed continuously:

Once a person joins an institution, his initial motivation of being part of the organisation wears out very soon. Therefore, new means need to be developed to keep the individual’s interest in achieving the organisation’s goals.

2. Motivation is an act of inner needs and external force:

Some of the functions of an organisation are such that an individual is driven towards them without any external force, that is, he is driven by his own desire to achieve the goals of the organisation basically because they are to his liking and gives him some kinds of satisfaction per excellence.

Since work satisfies him, he satisfies work. No kind of monetary inducements are involved in it. Where the work is monotonus, routine, individuals show apathy towards their work and, therefore, work suffers. To motivate people of this category to give better performance, inducements, rewards, incentives are generally given.

3. It brings about satisfaction:

Motivation helps individuals achieve satisfaction in their work. Human beings have various needs, which cannot be satisfied in the- ordinary routine of things because human beings are by nature lazy, and they have to be inspired to get the best out of them. Motivators do this.

Various theories of motivation have been pro-founded emphasising some aspect of human nature. But needs are endless and, therefore, they need to be satisfied but at the same time human beings need either inner motivation which would give them satisfaction in their work or some external motivators may be employed to make them aware of the needs of satisfaction in their work.

4. Motivation can be in the form of monetary reivards or nonmonetary rewards:

In monetary rewards, motivation is provided in the form of more money. With better performance, an individual is provided with more income. Generally, this kind of motivation can be provided in the form of more freedom of work, participation indecision-making process, better amenities and so on.

This kind of motivation is provided where output is not related to the number of hours put in work but on the overall performance of individual’s work.

5. Motivation produces goal-directed behaviour:

Motivation has got a profound influence of human behaviour; it harnesses human energy to organisational requirements. There is the notion of goal orientation on the part of individuals; their behvaiour is directed towards something.

6. Motivation contains system orientation:

It considers in those factors in the individuals and inner surrounding environments that feedback to the individuals either to reinforce the intensity of their drive and the direction of this energy or to dissuade them from their cause of action and redirect their efforts.

7. Motivation can be either positive or negative:

Positive motivation or the carrot approach, offers something precious to the person in the form of additional pay, incentives, praise etc., for satisfactory performance. Negative motivation or stick approach emphasises penalties while controlling performance (reprimands, threat of demotion).

8. Motivation means bargaining:

Behaviour is what people DO. Motivation is WHY they do it. Barnard explained motivation in the form of ‘inducements – contribution’ theory. It focuses on workers and organisations endeavoring to find what payouts (inducements) to workers will be satisfactory to both parties.

The problem of motivation then becomes one of arriving at compensation to workers that will coax them the output that is required.

9. Motivation is a complete process:

Five reasons can be provided ill support of the statement:

i. First, motive is a hypothetical construct. It cannot be seen. Often we observe individuals putting a great deal of overtime. We cannot definitely state whether they are doing it because of additional income they receive or simply because they enjoy their work.

ii. Individuals may have a host of needs that are continuously changing, and sometimes, in conflict with each other. As a result, it becomes exceedingly difficult to observe or measure motivation in certainty.

iii. People satisfy their needs in many difficult ways. A sales clerk may work hard to earn money; a second sales clerk may be spurred by his achievement motive and so on. By simply observing sales persons in action, it is not easy to differentiate between these groups.

iv. Promoting an employee to new and more challenging task may intensify the drive to work harder in anticipation of the next promotion. Thus gratification of a particular need may gradually lead to an increase in its intensity.

v. Finally, goal-directed behaviour does not always lead to need satisfaction.

10. Motivation and satisfaction are related but not synonymous concepts:

Motivation is the drive to satisfy a want or goal. It is concerned with goal-directed behaviour. Satisfaction refers to the contentment experiences when a want is satisfied. The term ‘satisfaction’ is used to analyse outcomes already experienced by an employee. Satisfaction is a consequence of rewards and punishment associates with past experience.