Staffing and Motivation - Meaining and Theories of Motivation
[For both CBCS Pattern and NEP 2023 Pattern]
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In this post I
have given a brief explanation of Staffing
and Motivation. These notes are useful B.Com 3rd Semester
Students under CBCS Pattern. Some of the topics are not yet included in these
notes which will be added very soon.
Just scroll down
through this post and all your queries relating to Management Principles and
Applications will be solved.
This Chapter is Included in both CBCS and NEP 2023 Pattern.
- In NEP 2023 Pattern, this chapter is covered under Business Organisation and Management (BOM) 1st Sem
- In CBCS Pattern, this chapter is covered under both Business organisation and Management (BOM) 1st Sem and Management Principles and Applications (MPA) 3rd Sem
Refer Subject wise Important Questions and Plan Your Studies Accordingly
- Business Organisation and Management Important Questions (BOM) 1st SEM NEP 2023
- Business Organisation and Management Important Questions (BOM) 1st SEM CBCS
- Management Principles and Applications Important Questions (MPA) 3rd SEM CBCS
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Table of
Contents |
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1.
Staffing – Meaning, Features and Importance 2.
Process of Staffing 3.
Meaning of Motivation 4.
Nature or Characteristics of Motivation 5.
Importance of Motivation 6.
Motivation Theories – Concept, Criticism and Difference a) Maslow's Hierarchy of Needs b) Herzberg theory of Motivation c) McGregor’s Theory X and Y d) Vroom’s Expectancy theory |
Meaning, Features and Importance of Staffing
Meaning: It is the process of management which
is concerned with obtaining and maintaining a satisfactory and satisfied work
force. It involves finding the right person for the right job having the right qualification,
doing the right job at the right time.
In the words of French Wendell, “Staffing or
Human resource management is the recruitment, selection, utilisation and
motivation of human resource of the organisation”.
Features of Staffing:
1. It deals with human resources.
2. It is concerned with helping employees to
develop their abilities.
3. It is concerned with finding the right
person for the right job.
Need and Importance of Staffing: 2020
1. Obtaining competent personnel: Proper
staffing helps in discovering and obtaining competent personnel for various
jobs.
2. Higher performance: Proper staffing ensures
higher performance by putting right person on the right job.
3. Continuous survival and growth: Proper
staffing ensures continuous survival and growth of the enterprise, research
& development, innovation.
4. Optimum utilization of human resources:
Proper staffing helps to ensure optimum utilization of human resources. It
prevents underutilisation of personnel and high labour costs. At the same time,
it avoids disruption of work.
5. Improve job satisfaction: Proper staffing
improves job satisfaction and morale of employee through objective assessment
and fair rewarding of their contribution.
Process of Staffing
Steps involved in Staffing Process:
1) Enumerating
man power requirement: Staffing process begins with the estimation of man power
requirement which means finding out number and type of employees need by the
org. in future.
2) Recruitment:
After man power planning, the manager tries that more and more people should
apply for the job so that the org. can get more choice and select better
candidates.
3) Placement
and Orientation: Placement refers to placing the right person on the right job
for which he is selected. Orientation refers to introducing the new employees
with the existing employees.
4) Selection
refers to choosing the most suitable candidate to fill the vacant job position.
It is a negative process because a number of candidates are rejected under it.
5) Training
and Development: The process of training helps to improve the job knowledge and
skill of the employees. Training and Development not only motivate the
employees but these improve efficiency of work also.
6) Performance
Appraisal: At this step the capability of the employees is judged and for that
his actual work performance is compared with the work assigned to him.
Performance and career planning: It is a process through which employees get
better salary, status, position and also get promotion to higher post.
7) Compensation:
For deciding the compensation the works are evaluated. Compensation must be
reasonable and related with the work.
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Unit 4:********************************Also Read:********************************
Introduction: Motivation
The
word motivation is derived from ‘motive', which means an active form of a
desire, craving or need that must be satisfied. Motivation is the key to
organisational effectiveness. The manager in general has to get the work done
through others. These 'others' are human resources who need to be motivated to
attain organisational objectives.
According
to George R. Terry, "Motivation is the desire within an individual that
stimulates him or her to action."
According to Berelson and Steiner “A motive
is an inner state that energizes activates, or moves and directs or channels
behavior goals".
According to Lills "It is the stimulation of any
emotion or desire operating upon one's will and promoting or driving it to
action".
According
to Encyclopedia of Management
"Motivation refers to the degree of readiness of an organism to
pursue some designated goals and implies the determination of the nature and
locus of force inducing a degree of readiness."
Nature/Characteristics
of Motivation
Motivation is a psychological
phenomenon which generates within an individual. A person feels the lack of
certain needs, to satisfy which he feels working more. The need satisfying ego
motivates a person to do better than he normally does. From definitions given
earlier the following inferences can be derived:
a) Motivation
is an inner psychological force, which activates and compels the person to
behave in a particular manner.
b) The
motivation process is influenced by personality traits, learning abilities,
perception and competence of an individual.
c) A highly
motivated employee works more efficiently and his level of production tends to
be higher than others.
d) Motivation
originates from the-needs and wants of an individual. It is a tension of
lacking something in his mind, which forces him to work more efficiently.
e) Motivation
is also a process of stimulating and channelizing the energy of an individual
for achieving set goals.
f) Motivation
also plays a crucial role in determining the level of performance. Highly
motivated employees get higher satisfaction, which may lead to higher
efficiency.
g) Motivating
force an^ its degree, may differ from individual to individual depending on his
personality, needs, competence and other factors.
h) The
process of Motivation helps the manager in analyzing and understanding human
behavior and finding but how an individual can be inspired to produce desirable
working behavior.
i)
Motivation may be positive as well as
negative. Positive motivation includes incentives, rewards and other benefits
while negative motivation implies some punishment, fear, use of force etc.
j)
The motivation procedure contributes to and
boosts up the morale of the employees. A high degree of motivation may lead to
high morale.
Importance of Motivation
a) High Performance: - Motivated employee’s writ put maximum
efforts for achieving organisational goals. The untapped reservoirs of physical
and mental abilities are taped to the maximum. Better performance will also
result in higher productivity. The cost of production can also be brought down
if productivity is raised.
b) Low employee Turnover and Absenteeism: -When the employees are not satisfied
with their job then they will leave it whenever they get an alternative offer.
The dissatisfaction among employees also increases absenteeism. The employment
training of new employees costs dearly to the organisation.
c) Better Organisational Images: -Those enterprises which offer better
monetary and non-monetary facilities to their employees have a better image
among them. Such concerns are successful in attracting better qualified and
experienced persons. Since there is a better man-power to development
programme, the employees will like to join such organisations. Motivational
efforts will simplify personnel functions also.
d) Better Industrial Relations: -A good motivational system will
create job satisfaction among employees. The employment will offer them better
service conditions and various other incentives. There will be an atmosphere of
confidence among employers and employees. There will be no reason for conflict
and cordial relations among both sides will create a healthy atmosphere. So
motivation among employees will lead to better industrial relations.
e) Acceptability to Change: -The changing social an industrial situations will require changes and improvements in the working of enterprises. There will be a need to introduce new and better methods of work from time to time. Generally employees resist changes for fear of an adverse effect on their employment.
MOTIVATION THEORIES
a) Maslow's Hierarchy of Needs
Maslow
Abraham proposed his theory in the 1940s. This theory, popularly known as the
Hierarchy of Needs assumes that people are motivated to satisfy five levels of
needs: physiological, security, belongingness, esteem and self-actualization
needs. The figure 9.1 shows Maslow's hierarchy of needs
Maslow
suggested that the five levels of needs are arranged in accordance with their
importance, starting from the bottom of the hierarchy. An individual is
motivated first and foremost to satisfy physiological needs. When these needs
are satisfied, he is motivated and 'moves up' the hierarchy to satisfy security
needs. This 'moving up process continues until the individual reaches the
self-actualization level.
a) Physiological
needs: Physiological needs represent the basic issues of survival such as food,
sex, water and air. In organisational settings, most physiological needs are
satisfied by adequate wages and by the work environment itself, which provides
employees with rest rooms, adequate lighting, comfortable temperatures and
ventilation.
b) Security
or safety needs: Security or safety needs refer to the requirements for a
secure physical and emotional environment. Examples include the desire for
adequate housing and clothing, the need to be free from worry about money and
job security and the desire for safe working conditions. Security needs are
satisfied for people in the work place by job continuity, a grievance resolving
system and an adequate insurance and retirement benefit package.
c) Social
needs: Belonging or social needs are related to the, social aspect of human
life. They include the need for love and affection and the need to be accepted
by one's peers. For most people these needs are satisfied by a combination of
family and community relationships and friendships on the job. Managers can
help ensure the 'satisfaction of these important needs by allowing social
interaction and by making employees feel like part of a team or work group.
d) Esteem
needs: Esteem needs actually comprise of two different sets of needs:
i.
The need for a positive self-image and
self-respect.
ii.
The need for recognition and respect from others.
Organisations can help address esteem needs by
providing a variety of external symbols of accomplishment such as job titles
and spacious offices. At a more fundamental level, organisations can also help
satisfy esteem needs by providing employees with challenging job assignments
that can induce a sense of accomplishment.
e)
Self-actualization needs: At the top of the
hierarchy are those needs, which Maslow defines the self-actualization needs.
These needs involve realizing one's potential for continued: growth and
individual development. Since these needs are highly individualized and
personal, self-actualization needs are perhaps the most difficult for managers
to address. Therefore, an employee should try to meet these needs on his own
end.
However, an organisation can help his employee by creating a
climate for fulfillment of self-actualization needs. For instance, an
organisation can help in fulfillment of these needs by encouraging employee’s
participation in decision-making process and by providing them with an
opportunity to learn new things about their jobs and organisation. This process
of contributing to actual organisational performance helps employees experience
personal growth and development associated with self-actualizing.
Critical Analysis of Maslow’s Theory
A
number of research studies have been undertaken to see the validity of
hierarchy of needs. Lawler and Suttle collected data on 187 Managers in two
different organisations for a period of six months to one year. No evidence was
found to support Maslow's theory. They found there were two levels of needs-biological
and other needs- and that other needs would emerge only when biological needs
were reasonably satisfied. A survey conducted in India of 200 factory worker
revealed that they give top priority to job security, earnings and personal
benefits-all lower other needs.
It
is generally seen that needs do not follow Maslow's hierarchy. The hierarchy is
determined by individuals differently. They proceed to follow their own pattern
of needs satisfaction. Some people may try for self-actuating needs rather than
lower needs. For some persons esteem needs are more important than social
needs.
There
is no cause effect relation between and need and behavior. A particular need
may cause behavior in different ways in different person. Similarly, one
particular behavior may result due to different needs. It is said that higher
needs motivate a person when lower needs are reasonably satisfied. The word
'reasonably satisfied' is a subjective matter. The level of satisfaction may be
different for persons.
b) Herzberg theory of Motivation
Another
popular need-based approach to motivation is the dual-structure approach
developed by Frederick Herzberg. This is also known as Two-factor Theory.
Herzberg developed this approach after interviewing 200 accountants and
engineers in Pittsburg. He asked them to recall such occasions when they had
been dissatisfied and less motivated. He found that entirely different sets of
factors were associated with satisfaction and dissatisfaction. For instance, an
individual who identified 'low pay' as causing dissatisfaction did not
necessarily mention 'high pay' as a cause of satisfaction. Instead, several
other factors, such as recognition or accomplishment, were cited as causing
satisfaction.
This
finding suggests that satisfaction and dissatisfaction are at opposite ends of
a single scale. Employees would, therefore, be satisfied, dissatisfied or
somewhere in between. Herzberg argued that attitudes and motivation consists of
a dual structure. One structure involves a set of factors that result in
feelings ranging from satisfaction to no satisfaction. The other structure
involves a set of factors that result in feelings ranging from dissatisfaction
to no satisfaction.
Herzberg
identified two sets of factors responsible for causing either satisfaction or
dissatisfaction. The factors influencing satisfaction are called motivation
factors or motivators, which are related specifically to the job itself and the
factors causing dissatisfaction, are called hygiene factors, which are related
to the work environment in which the job is performed.
Motivators
a)
Achievement
b)
Recognition
c)
Advancement
d)
The work itself
e)
The possibility of personal growth
f)
Responsibility
Hygiene or Maintenance Factors
a) Company
policies
b) Technical
supervision
c) Interpersonal
relations with supervisor
d) Interpersonal
relations with peers
e) Interpersonal
relations with subordinates
f) Salary
g) Job
security
h) Personal
life
i)
Work conditions
j)
Status
Based
on these findings, Herzberg recommended that managers seeking to motivate
employees should first make sure that hygiene factors are taken care of and
that employees are not dissatisfied with pay, security and working conditions.
Once a manager has eliminated employee dissatisfaction, Hertzberg recommends
focusing on a different set of factors to increase motivation, by improving
opportunities for advancement, recognition, advancement and growth.
Specifically, he recommends job enrichment as a means of enhancing the
availability of motivation factors.
Criticism
Although widely accepted by
managers, Hertzberg’s dual structure approach however suffers from certain
drawbacks. Other researchers who measured satisfaction and dissatisfaction
based on different aspects reached very different conclusions. They have also
criticized Herzberg's theory for its inability to define the relationship
between satisfaction and motivation and to pay enough attention to differences
between individuals. Hence, at present Herzberg's theory is not held in high
esteem by researchers in the field of motivation. The theory, however, had a
major impact on managers and has played a key role in increasing their
awareness of motivation and its importance in type work place.
********************************Also Read:
Unit 4:********************************Also Read:********************************
Difference between Maslow’s Need Hierarchy theory and Herzberg’s motivation Hygiene Theory
1. Meaning:
Maslow's theory is based on the concept of human needs
and their satisfaction.
Hertzberg's
theory is based
on the use of motivators which include achievement, recognition and opportunity
for growth.
2.
Basis of Theory:
Maslow's
theory is based on the hierarchy of human needs. He identified five sets of
human needs (on priority basis) and their satisfaction in motivating employees.
Hertzberg
refers to hygiene factors and motivating factors in his theory. Hygiene factors
are dissatisfies while motivating factors motivate subordinates. Hierarchical
arrangement of needs is not given.
3.
Nature of Theory:
Maslow's
theory is rather simple and descriptive. The theory is based long experience
about human needs.
Hertzberg's
theory is more prescriptive. It suggests the motivating factors which can be
used effectively. This theory is based on actual information collected by
Hertzberg by interviewing 200 engineers and accountants.
4.
Applicability of Theory:
Maslow's
theory is most popular and widely cited theory of motivation and has wide
applicability. It is mostly applicable to poor and developing countries where
money is still a big motivating factor.
Herzberg's
theory is an extension of Maslow's theory of motivation. Its applicability is
narrow. It is applicable to rich and developed countries where money is less
important motivating factor.
5.
Descriptive or Prescriptive
Maslow's
theory or model is descriptive in nature.
Herzberg's
theory or model is prescriptive in nature.
6.
Motivators
According
to Maslow's model, any need can act as motivator provided it is not satisfied
or relatively less satisfied.
In
the dual factor model of Hertzberg, hygiene factors (lower level needs) do not
act as motivators. Only the higher order needs (achievement, recognition,
challenging work) act as motivators.
c) McGregor’s Theory X and Y
Doughlas
McGregor introduced these two theories i.e., Theory X and Theory Y, based on
two distinct views of human beings. He proposed, at opposite extremes, two
pairs of assumptions about human beings which he thought were implied by the
actions of the mangers. Theory X deals with one extreme, based on one set of
assumptions and Theory y deals with another extreme based on another set of
assumptions. These theories are not based on any research, but according to
McGregor, these are intuitive deduction.
Theory
X: -This theory is based on the
traditional approach to human behavior. The assumptions generally, held by the
managers in their theory are: -
a)
The average human beings inherently dislike
work and will try to avoid it, whenever possible
b)
A the employee are lazy, they must be
controlled, coerced, threatened with punishment to achieve goals, to which they
are indifferent
c)
Average employee will try to avoid
responsibility and seek formal directions whenever possible, because they have
relatively little ambition.
Theory
y: -This approach assumes that management
by direction and control is questionable method for motivating such people
whose physiological and social needs have been satisfied and whose social;
esteem and self actualization needs are becoming more important. For such
people, Theory Y seems to be applicable, which is the contrast of Theory X.
This theory makes the following assumptions about people:
a) The average human being does not inherently dislike work. He can view
work as natural or enjoyable as rest or play
b) Employees will exercise self direction and self control in the attainment
of the objectives to which they are committed
c) Given proper working conditions, average person can learn to accept and
even to seek responsibility
d) Commitment to objectives is a function of the rewards associated with
their achievement
e) All the people are capable of making innovative and creative decision and
the decision making is not the sole province of the people in management
position.
d) Vroom’s Expectancy theory
Victor Vroom made an important contribution to the
understanding of the concept of motivation and the decision process that people
use to determine how much effort they will expend on their jobs. He said that a
person’s motivation towards an action at any time would be determined by an
individual’s perception that a certain type of action would lead to a specific
outcome and his personal preference for this outcome. This model is based on
the belief that motivation is determined by the nature of the reward expect to
get an a result of their job performance. There are three variable in Vroom’s
model given in the form of an equation. Since the model is a multiplier, all
the three variable must have high positive value to imply motivated performance
choices. If any of the variable is zero the probability of motivated
performance tends to be zero.
MOTIVATION =
VALENCE X EXPECTANCY X INSTRUMENTALITY
All these three variable are explained as follows:
1) Valence: Valence means the attraction (or repulsion) of an outcome to the individual. Whenever an individual has preference for a reward valence is the strength of that preference.
2) Expectancy: Expectancy is also referred to as the Effort-Performance Probability. It refers to the extent to which the person believes his efforts will lead to the first level outcome i.e. completion of the task.
3) Instrumentality (Performance-Reward Probability): Instrumentality refers to the probabilities attached by the individual to each possible performance-outcome alternative just as the individual previously assigned probabilities to various levels of effort leading to different levels of performance (expectancy).
The plus points of this theory are:
a) The expectancy model is highly useful in understanding organizational behaviour. It can improve the relationship between the individual and the organizational goals. This model explains how individuals’ goals influence his efforts and like need-based models reveal that individual behaviour is goal oriented.
b) The expectancy theory is a cognitive theory, which values human dignity. Individuals are considered rational human beings who can anticipate their future on the basis of their beliefs and expectations.
c) This theory helps the managers in looking beyond what Maslow and Herzberg implied. According to him motivation does not mean satisfying the unsatisfied needs. The managers must make it possible for an employee to see that effort can result in appropriate need satisfying rewards.
Despite these plus points, there are some drawbacks of Vroom’s expectancy model as given below:
a) Vroom’s theory is difficult to research and apply in practice. This is evident by the fact that there have been a very few research studies designed specifically to test Vroom’s theory.
b) This theory assumes man to be a rational human being who makes all the decisions consciously. But there are numerous instances where decision are taken with no conscious thought. This is particularly true for routine jobs.
c) Although, it is an important theory of motivation but it is quite complex. Many managers, in actual organizational situations, do not have the time or sources to use a complex system on the job.