Motivation

Introduction

Motivation is an important process in the workplace (Tosi and Pliati, 2011). The work of the manager is to ensure that employees undertake their duties. To achieve the goals of the company, the manager must ensure that employees are motivated. Although this is easily said than done, it is the role of the manager to ensure employees have the necessary drive in their work (Tosi and Pliati, 2011). From this assumption, motivation can be explained as an organizational process that creates enthusiasm on the workers to achieve the set goals.

Most of the activities that people undertake are inspired by motivation. For example, somebody might be motivated to go to work every morning because he or she fears being fired or losing employment, which might lead to a vicious cycle of problems to the employee.

Motivation is most prevalent in the workplace. People at the workplace may have little motivation to carry out their task. For effective productivity, people have to be motivated to produce the desired results (Tosi and Pliati, 2011). Different approaches have been used by organisations in motivating their employees. The guiding factor in motivating a person is to know what he or she desires to be motivated. Using a wrong approach with the hope of motivating workers might proof disastrous (Weiner 2013). Therefore, it is important that managers understand the nature of their workforce, the company’s expectations and the various methods of motivation

Therefore, knowing the needs and expectation of employees and the company is a critical aspect in the motivation process.

This paper will review the motivational approach employed in a manufacturing company in Britain. The first segment will explore the context of motivation within Britain. Secondly, a review of literature relevant to the subject will be discussed. The next step will be a critical review of the company and the motivation approach adopted. Finally, a set of recommendations will be proposed to aid in the company improve its organizational behaviour in the workplace.

1. Context of work and motivation in Europe

Work and motivation and different and can be influenced by work ethics among different countries. Germany, from research done by European motivation index, ranks first in the most committed category of employers who motivate their workers. According to this survey, Belgium and Germany are ranked ahead of other countries with the most satisfied employees. The country with the least satisfied employees is the United Kingdom (Weiner 2013). As a result, Europe is stratified in terms of satisfaction and motivation of employees.

1. Aims and objectives of the essay

1. To determine employee motivation at the workplace
2. To determine how employers motivate their employees
3. To determine if the motivation has been effective

The methodology of the study will involve checking into the manufacturing company’s work and do the necessary research to determine how people in the workplace are motivated. The study will also seek to find out if the employees are motivated or not. It will also look into ways that different individuals are motivated (Jelencic 2010). The supervisors in the various departments will be given questionnaires to distribute to the employees. The methods to collect data will include

• Questionnaires

1. Conducting Interviews and observations
2. Internet and other media

2. LITERATURE REVIEW

Motivation theories

1. Definitions and scope of motivation theories

There are several motivating theories. The one that are going to be discussed in this section are instinct, inceptive, drive and arousal theory.

1. Instinct theory

It states that people are motivated to act in certain ways due to their patterns in their evolution (Dole 2012). It links behaviour with heredity and genetics. It assumes that traits are inborn or in the DNA, and was developed by William James (Dole 2012). He brought the factor of evolution in people’s actions. William James argued that people are bound to follow certain patterns that are within their system. The actions that were inborn according to this theory are irritation, dishonour, love, shyness, modesty, and timidity, among others (Weiner 2013, Thomas 2010). Though this theory speaks on how people act and do things, it does not really elucidate the behaviour of the people (Elearn 2012). It was disapproved and other motivations theories that came after it were adopted.

2. Incentive theory

This theory links human behaviour and motivation to the rewards the people get after doing some work (Carsrud and Brännback 2009). For example, people may go to work because of the money they are paid. The concepts of reinforcement and association are an important part of incentive theory.

3. Drive theory

The drive theory focuses on the action people take to meet the unmet desires or needs that the person has (Ryan 2012). For example, hunger is an internal need that is unmet, and it is solved by eating. This theory has a great standing in describing the biological needs of people such as thirst and fear. The shortcoming of this theory is that biological needs are not usually physiological needs (Ryan 2012, Carsrud and Brännback 2009). One can still eat and he or she is not hungry. People may drink water not because they are thirsty but to maybe follow health requirements.

4. Arousal theory of motivation

The arousal theory seeks to explain why act in certain ways so that levels of arousal are reduced or increased (Griffin and Moorehead 2012). The arousal level prompts a person to act. For example, a low arousal level might cause the person to think of going to a cinema or hiking. When the levels are very high, the person may seek to relax or rest or read a novel (Kotler 2012). In essence, this theory stipulates that the arousal level is maintained at a level that is balanced. The situation an individual is in may dictate this level and the individual himself as a factor.

5. Humanistic theory

This theory states that that there are strong cognitive explanations why people do certain actions. Abraham Maslow’s hierarchy of needs clearly demonstrates this perspective. There are different motivating factors at each level (Griffin and Moorehead 2012). Therefore, people act different at each level of satisfaction. The first level motivates people to meet basic needs such as food, clothing and shelter and security (Werner and DeSimone 2011). The second level occurs when the basic needs have been met. The second level addresses security needs of the individual. The third level deals with belonging needs (Stein 2010). After the second level is met, an individual is motivated to focus on the needs of the third level, which is belonging needs. The last level is that of self-actualization (McGuire 2011). At this level, one is motivated to focus on developing himself. According to the Maslow Hierarchy of needs, a person strives to satisfy a new need after lower needs are met (Jelencic 2010).

 

Physical needs

Safety needs

Social needs

Esteem needs

 

CRITICAL REVIEW

Examination of presented theories

1. Motivation, work and cultural context

Motivation in different places is different. European companies employ various methods and approaches to motivate their workers. People in developed nations are often highly motivated than people in developing nations. This is due to the availability of resources that can be used to motivate the employees.

The motivation theory of Abraham Maslow’s requires that one satisfy the four levels as presented in the hierarchy of needs. The worker first meets the basic needs, which is physiological needs, and then safety, social needs, and esteems needs. The last level is self-actualisation (Stein 2010). In the working environment, Maslow’s’ theory can apply effectively in motivating workers. For instance, a company can provide its workers with a place to stay, a house to live in and car allowance. Therefore, one is motivated since the first and second level needs are catered for so they focus on their work and have less interference. On the other hand, if someone has not satisfied the basic level he or she is not motivated and will continue to strive to realize these needs. The worker will use this as an incentive to work hard in order to move to the next level as proposed by Maslow (Green, 2009).

The workers are usually positive when everything is working out fine but when things go wrong in their lives; they start acting negatively at the work place. This may call for the intervention of the supervisors or managers to save the situation (Elearn 2012). Different cultures have different ways of motivation that may not apply in other places. Therefore, a company needs to be conversant with the different methods in order to motivate the workers.

The drive theory focuses on the action taken by a person to meet the unmet need. This means that the works may take different actions when faced with different situations (Nevid, 2010). People react differently to situations and thus a person may react wrongly or harm himself in reacting to a situation. Especially relationships a worker may ought to harm him if the relationship does not work. This is may lead him to be ineffective in his work and opt to do something. Thus motivating such a person before he thinks of any action might be helpful. Thus, this theory cannot solve motivation problems because the action comes from the person and he needs to do an action (Nevid, 2010). The actions taken by the person may be positive or negative. If the person harms himself it negative. For example, in relationships somebody may feel let down and decide to take an action of harming someone else. This results in a negative circumstance and thus this theory is not very application in motivating somebody to do something.

The use of the arousal level in the workplace can lead to better results. People when in low levels are motivated to do work and their productivity is increased. It may not be the case with every one at the work place since people are motivated differently. A person has to know what arouses another person and maintain at low levels so as to prevent the person from high levels of arousal and result in people relaxing a the workplace. Culture can also vary on this type of theory.

The two factor theory or Herzberg shows as that people are motivated by what they do and the evaluations by their superiors makes them either sad or motivated (Green, 2009). In essence, the managers have to concentrate on the job conditions and either improve or make adjustments to motivate a person working in that environment. This may occur by changing policies that affect that workplace. In the workplace, many people exist who love their jobs passionately and do them with zeal. Thus, how a manager assesses the worker affects his passion and zeal in the workplace (Jelencic 2010).

Instinct theory does not apply much in the workplace. According to this theory, people may inherit behaviours that are not agreeable (Nevid, 2010). This may lead to employees who are either lazy or hardworking. This theory works against other workers since they are will not to do things according to their environment and hereditary traits. Traits and genes are not only the factors that can affect a person’s performance but also the environment that the person has interacted with. Many cultures have different environments that bring up varied characters in people and thus create different behaviours in people.

Motivation at Tata Steel Europe

There are various instances where worker of the company might feel de-motivated. The factors causing discontent among the workers are also varied. However, it is worthy to note that motivation may be instituted through various ways. Indeed, people have different motivations that guide their behaviour in the workplace. The activities one undertakes, or the people he or she serves may motivate the person. In addition, monetary gains can inspire a person to produce more. Some people may just love to go to work and interact with their co-workers as they are working. If a factor that motivates someone is taken away, then there may be a slump in his or her working process (Tosi and Pliati, 2011). Therefore, motivation is an important aspect as it provides a conducive environment that enhances ones’ productivity (Jelencic 2010).

Tata Steel Europe motivates it work using a variant of motivational techniques. Indeed, the key pillar employed by the company is to motivate its workers to be dedicated in their jobs. Tata Steel Europe uses the Maslow’s hierarchy of needs, Vroom’s expectancy theory, and Herzberg’s two-factor theory to keep its workforce dedicated. Maslow theory arranges the human needs in various categories, including physiological, safety, social, self-esteem and self-actualization needs (Duprey 2009). A person fulfils the urgent needs first, and then moves to the higher ones according to Maslow.

• Self-Actualization: This is achieved by giving workers challenging duties together with the necessary skills to enhance their performance. (Wagner and Hollenbeck 2010).
• Social Needs: Teamwork is used to fulfil social needs of the workers (Mathibe 2011). Employees are required to join certain groups and take active role in meeting some sets targets.
• Safety needs: Tata Steel Europe has various pension schemes, bonus schemes, and medical centres to deal with safety issues among the workers.
• Physiological needs: The Company provides employees with safe working environment and pays them well (Nelson and Quick 2008).

Motivation and employee dissatisfaction can be explained by looking at the Expectancy Theory advocated by Vroom Victor (Mathibe 2011). The theory assumes that conscious options are made among preferences whose goal is it to increase pleasure and decrease pain. Vroom identified three elements in his model;

Valance:  This is the relationship between the performance and effort

Expectancy: This is what one expects for his or her effort

Instrumentality: This underscores the relationship between rewards and performance (Jelencic 2010). Dissatisfaction at the Tata Steel Europe can be found in the company’s centralized decision-making process. When the input of employees is not taken into account, they might feel undervalued, thus leading to low level of morale (Schermerhorn 2011). According to Miner (2005), when employees set their goals, they are satisfied, and they will put more effort to se that organizational goals are also realised.

Herzberg’s two-factor theory is built on two opposing factors that cause satisfaction or dissatisfaction to the employees (Mullins 2013). The factors that cause dissatisfaction as noted by Fredrick Herzberg are critical in deciphering the issues affecting Tata Steel Europe (Green, 2009). For instance, the firm puts emphasis on rules and procedures, which confirms Herzberg’s assumption that company policies were the major causes of discontent among employees (Green, 2009). On the other hand, the democratic space used by the firm contributes to the satisfaction among the employees. Indeed, the team spirit within the organization enhances employee satisfaction (Nevid, 2010).

 Motivation and performance at Tata Steel Europe

Financial motivation involves the use of money in motivating workers. Workers may be encouraged to work overtime and be paid or they are paid allowance to increase their motivation (Nelson and Quick 2008). Workers are not only motivated by money but also by a good and amicable working environment. Non-financial motivation does not involve money but involves the time and keenness the supervisor or manager takes with the employees in encouraging them and providing a good working environment with flexible terms (Mathibe 2011). This includes time off to be with their spouses in case of emergencies like paternal leave, maternal leave. Employees are also given incentives such as rewards that do not involve cash (Thomas 2010).

Effective leadership at Tata Steel Europe

Leadership is a process through which the leader enlists the help of others to accomplish a given task. There are various theories dealing with the leadership task at Tata Steel Europe.

Contingency theory: This approach is argues that every situation is unique and therefore, no leadership style is best for all situations (Schermerhorn 2011, Bryman, 2013). Tata Steel Europe managers attempt to use different approaches depending on the circumstances at hand. In this way, employees can be enlisted to perform certain tasks because of their capabilities. When the company recognizes individual competencies, employees feel valued.  When employees feel valued, they became more effective in their work (Iqbal 2011).

Behavioural theories

Behavioural theories are based on the idea that people do not obtain leadership by birth but are moulded into leadership position by the environment. This is the essence of training and skills development at the Tata Steel Europe (Mullins 2013).The Company believes that employees can emulate those who are in leadership positions. The company therefore put emphasis on teamwork as a learning option, or skills development through in-house training. When employees feel appreciated in this way, they become motivated, which increases their output.

Participative theories

This theory suggests that accepted leadership is one, which takes into account the contribution of others (Schermerhorn 2011). Members have a feeling of ownership in the decision process (Jelencic 2010). This is achieved by taking into consideration the views of the workers within the company before any changes are instituted.

Nature of Groups and Teamwork at Tata Steel Europe

Teams comprises of a group or groups of individuals. Teams are larger than groups, but not all groups are teams. Teams work towards a common goal, while members in a group might pursue individual goals (Wagner and Hollenbeck 2010). Teams lead to high productivity and also minimize workload and improve relationships at work. Groups have three levels, which are dependent, independent, and interdependent.

Effective teams are teams with set goals and are aimed at meeting those goals (Miner 2005). The team leaders together with the team members might set the goals of the team. Ineffective teams are careless with no focus in their mandate. The team is not cohesive and everybody pursues his or her own agenda. The Tuckman’s model is used to design and develop an effective team to achieve organizational goals (Thomas 2010, O’Connell and Cuthbertson 2009). The model consists of several stages development. The first stage is forming, where individuals strive to know each other. This is critical in reducing any form of conflict or bias. The achievements are usually minimal during this stage as members organise meetings to discuss the way forward (Wlodarczyk 2010). The second step is storming (O’Connell and Cuthbertson 2009) where people get to dare others to solve subjects of concern. Arguments may arise but on a minimal scale. The third stage is norming (O’Connell and Cuthbertson 2009). At this stage, the group develops close ties among the members and there is more cohesion, which enhances more activity among the members. Here, the group is not likely to split and conflicts are few or none. Individuals what to stick to the group and any efforts to separate the members is resisted greatly. The last stage is performing, which is characterized by interdependence (Wlodarczyk 2010). Members are more flexible in dealing with issues in the organisation. The understanding on the side of the members is more pronounced. It is at this level that trust among members is at highest level possible (Wlodarczyk 2010).

Belbin’s team roles helps the team gauge itself against the weaknesses and strengths that it has. The results are of great help in improving relationships of members, increasing effectiveness, and performance of the team, which boosts productivity in the workplace (Thomas 2010). Therefore, it increases the team’s effectiveness in performing its duties. It also helps in recruitment of new employers and building of reliance among members.

The advancements in technological breakthroughs are important in enhancing performance in the workplace, and hence motivation of the workers. Teams and groups can communicate easily and efficiently, thus increasing turnaround (Wlodarczyk 2010).

Recommendations

Several changes should be at Tata Steel Europe to the leadership and management style of the company. There is a need for the company to decentralise decision-making (Griffin and Moorehead 2012) so that employees will feel valued and appreciated. Additionally, the management should embrace the principles of equity so that effort and rewards are matched among the employees. The management should allow the growth of more informal groups as they can be avenues of learning for the company. Although the company has a group culture, this only made to help in executing certain tasks. In doing so, the company will be providing a platform for boosting the morale of its workers.

Conclusion

This report has analysed the organizational behaviour adopted by the Tata Steel Europe. Organizational behaviour, which is reflected in the leadership and management style of managers on one hand, and the dynamics of the workers on the other hand, is critical in determining the success of the company. The democratic style and the decentralisation ways of making decisions are useful in enhancing performance of the company. On the other hand, employees require motivation to continue being productive. Motivation determines what drives one to do what he or she likes. People are motivated differently and thus finding the motivating factor helps the individuals to work better. Teamwork is an important part of an organisation success and functioning. When people work towards a common goal, they learn and gain a lot. Proper teamwork leads them to enhanced productivity. Therefore, employees can develop well-formed relationships and work effectively due to the trust they have for each other. On the other hand, the type of management style determines whether the company will fail or succeed. Therefore, it is important that those in leadership position choose a style that will be effective in meeting the goals and aims of the company.

REFERENCES

Bagad, V. S. 2009. Industrial management. London: GRIN Verlag.

Bryman, A. 2013. Leadership and organizations. London: Routledge.

Carsrud, A. L., and Brännback, M. 2009. Understanding the entrepreneurial mind: opening the black box , London: Springer.

Dole, I. 2012. Connect. London: Cengage Learning.

Duprey, R. 2009. Basis for motivation and change. S.l.: Trafford on Demand Pub.

Elearn. 2012. Leadership and management in organizations. London: CRC Press.

Green, J. 2009. Exoploring the needs of teleworkers using Herzberg’s to factor theory, London: ProQuest.

Iqbal, T. 2011.The impact of leadership styles on organizational effectiveness. London: GRIN Verlag.

Jelencic M. 2010. Motivation Theories – an overview. London: GRIN Verlag.

Kotler, P. 2012. Pinciples of marketing. New York: Prentice Hall.

Mathibe, I. 2011. Expectancy theory and its implications for employee motivation. Academic leadership, 9 (2).

McGuire J. K. 2011.Maslow’s hierarchy of needs. London: Cengage Learning.

Mullins, J. L. 2013. Management and Organizational behaviour. New York: Financial Times Prentice Hall.

Nevid, J. S. 2010. Essentials of psychology: concepts and applications. London: Cengage Leraning.

O’Connell, T. S., and Cuthbertson, B. 2009. Group dynamics in recreation and leisure: creating conscious groups through Toronto: Human Kinetics.

Ryan, R. M. 2012. The oxford handbook of human motivation. London: ProQuest.

Stein, S. J. 2010. Make Your Workplace Great: The 7 Keys to an emotionally intelligent organization, London: John Wiley and Sons.

Thomas, W. K. 2010. Intrinsic motivation at work: what really drives employees engangement,  San Francisco, CA: Berrett-Koehler

Tosi, L. H. and Pliati, M. (2011). Managing organizational behaviour: individuals, teams, organization and management. London: Edward Elgar Publishing.

Wagner, J. A. And Hollenbeck, J. R. 2010. Organizational behaviour: securing competitive advantage, New York: Routledge.

Weiner, B. 2013. Human motivation, Los Angles, CA: Psychology Press.

Werner, J. M., and DeSimone, R. L. 2011. Human resource development, 6th ed. London: Routledge.

Wlodarczyk, Z. A. 2010. Work motivation: a systematic framework for a multilevel strategy. London: Arthur House.

Last Completed Projects