Al Buraimi University College

Business Department
Graduation Project

Motivation the
employees in middle
size company

Supervisor : Dr. Freeza

Submitted by:
Talal Adnan Odima
Hamdan Rashed Al Darmaki

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Graduation project 2010 Motivation
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Hamdan Rashed Al darmaki
Acknowledgement:

We want to start our project by thanking all Doctors, teachers and people who
supported us to reach the final project. Also, we would like to thank Al Burami
University with all their staff, who gave us the opportunity to study the Human
Resource Management deeply, and to be prepared our career with perfect
knowledge.

Abstract:

A common theme in justifications for autonomy, especially in general

education but also in language learning, is that autonomous learners
become more highly motivated and that autonomy leads to better, more
effective work. Knowles' claim is illustrative: “… there is convincing
evidence that people who take the initiative in learning (proactive
learners) learn more things and learn better than do people who sit at
the feet of teachers, passively waiting to be taught (reactive learners)….
They enter into learning more purposefully and with greater motivation”
(1975: p. 14). What is the link between autonomy and motivation? The
writing on motivation in relation to language learning over the past
several years has been dominated by the social-psychological approach
to motivation of Gardner and his associates, which gives little help in
attempts to link autonomy and motivation. To find such links it is
necessary to turn to the literature on motivation in general education,
and especially the literature on cognitive motivation. This paper will
review the literature on motivation and suggest that there is an important
link between autonomy and some educational theories of motivation
which could account for the claimed power of autonomy.

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 Introduction

Motivation in Human Resources

The motivation function is one of the most important, yet probably the least
understood, aspects of the HRM process. Why? Because human behaviour is
complex and difficult to understand. Trying to figure out what motivates
various employees has long been a concern of behavioural scientists. However,
research has given some important insights into employee motivation.

To retain good staff and to encourage them to give of their best while at work
requires attention to the financial and psychological and even physiological
rewards offered by the organization as a continuous exercise.

Basic financial rewards and conditions of service (e.g. working hours per week)
are determined externally (by national bargaining or government minimum
wage legislation) in many occupations but as much as 50 per cent of the gross
pay of manual workers is often the result of local negotiations and details (e.g.
which particular hours shall be worked) of conditions of service are often more
important than the basics. Hence there is scope for financial and other
motivations to be used at local levels.

As staffing needs will vary with the productivity of the workforce (and the
industrial peace achieved) so good personnel policies are desirable. The latter
can depend upon other factors (like environment, welfare, employee benefits,
etc.) but unless the wage packet is accepted as 'fair and just' there will be no
motivation.

Hence while the technicalities of payment and other systems may be the
concern of others, the outcome of them is a matter of great concern to human
resource management.

Increasingly the influences of behavioural science discoveries are becoming

important not merely because of the widely-acknowledged limitations of money
as a motivator, but because of the changing mix and nature of tasks (e.g. more
service and professional jobs and far fewer unskilled and repetitive production
jobs).

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The former demand better-educated, mobile and multi-skilled employees much
more likely to be influenced by things like job satisfaction, involvement,
participation, etc. than the economically dependent employees of yesteryear.

Hence human resource management must act as a source of information about

and a source of inspiration for the application of the findings of behavioural
science. It may be a matter of drawing the attention of senior managers to what
is being achieved elsewhere and the gradual education of middle managers to
new points of view on job design, work organization and worker autonomy.

First of all, one must begin to think of motivation as a multifaceted process -

one that has individual, managerial, and organizational implications. Motivation
is not just what the employee exhibits, but also a compilation of environmental
issues surrounding the job. It has been proposed that one's performance in an
organization is a function of two factors: ability and willingness to do the job.
Thus, from a performance perspective, employees need to have the appropriate
skills and abilities to adequately do the job. This should have been
accomplished in the first two phases of HRM, by correctly defining the
requirements of the job, matching applicants to those requirements, and training
the new employee on how to do the job. But there is also another concern,
which is the job design itself. If jobs are poorly designed, poorly laid out, or
improperly described, employees will perform below their capability.

Consequently, HRM must look at the job. Has the latest technology being
provided in order to permit maximum efficiency? Is the office setting
appropriate (properly lit and adequately ventilated, for example) for the job?
Are the necessary tools readily available for the employee use? For example, If
an employee prints on a laser printer throughout the day, and the printer is
networked to a station two floors up, that employee is going to be less
productive that one who has a printer on his desk. While not trying to belittle
the problem with such an example, the point should be clear. Office automation
and Industrial engineering techniques must be incorporated into the job design.
Without such planning, the best intention of managers to motivate employees
may be lost or significantly reduced.

Once the measures have been taken to ensure that jobs have been properly
designed, the next step in the motivation process is to understand the
implications of motivational theories. Some motivational theories are well
known by practicing managers, but recent motivation research has given us new
and more valid theories for understanding what motivates people at work.
Performance standards for each employee must also be set. While no easy task,

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managers must be sure that the performance evaluation system is designed to
provide feedback to employees regarding their past performance, while
simultaneously, addressing any performance weakness the employee may have.
A link must be established between employee compensation and performance:
The compensation and benefit activity in the organization must be adapted to,
and coordinated with, a pay - for - performance plan.
Throughout the activities required in the motivation function, the efforts will
focus on one primary goal: to have those competent and adapted employees,
with up - to - date skills, knowledge and abilities, exerting high energy levels.
Once that is achieved, it is time to turn the HRM focus to the maintenance
function covered in the next article.
So, to motivate employees should have a good knowledge about the needs in the
following explaination, we are going to talk about the same theory build and
improved by expert in management and Human Resource Management like
Abraham Maslow, Clayton Alderfer, Michael J. Papa, Fred Herzberg and
others..
Abraham Maslow developed a model say that if motivation is driven by
the existence of unsatisfied needs, then it is worthwhile for a manager to
understand which needs are the more important for individual employees. The
model in which basic, low-level needs such as physiological requirements and
safety must be satisfied before higher-level needs such as self-fulfillment are
pursued. In this hierarchical model, when a need is mostly satisfied it no longer
motivates and the next higher need takes its place. Maslow’s hierarchy of needs
is shown in the following diagram:

Figure 1
Hierarchy
of needs

As the diagram, we have to start fulfill the needs from the bottom to the top, as per the
following steps:

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 1. Physiological Needs

Physiological needs are those required to sustain life, such as:

 air
 water
 nourishment
 sleep

According to Maslow’s theory, if such needs are not satisfied then one’s
motivation will arise from the quest to satisfy them. Higher needs such as social
needs and esteem are not felt until one has met the needs basic to one’s bodily
functioning.

2. Safety and security needs

Once physiological needs are met, one’s attention turns to safety and security in
order to be free from the threat of physical and emotional harm. Such needs
might be fulfilled by:

 Living in a safe area

 Medical insurance
 Job security
 Financial reserves

According to Maslow’s hierarchy, if a person feels that he or she is in harm’s

way, higher needs will not receive much attention.

3. Social Needs

Once a person has met the lower level physiological and safety needs, higher
level needs become important, the first of which are social needs. Social needs
are those related to interaction with other people and may include:

 Need for friends

 Need for belonging
 Need to give and receive love

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 4. Esteem

Once a person feels a sense of “belonging”, the need to feel important arises.
Esteem needs may be classified as internal or external. Internal esteem needs
are those related to self-esteem such as self respect and achievement. External
esteem needs are those such as social status and recognition. Some esteem
needs are:

 Self-respect
 Achievement
 Attention
 Recognition
 Reputation

Maslow later refined his model to include a level between esteem needs and
self-actualization: the need for knowledge and aesthetics.

5. Self-Actualization

Self-actualization is the summit of Maslow’s hierarchy of needs. It is the quest

of reaching one’s full potential as a person. Unlike lower level needs, this need
is never fully satisfied; as one grows psychologically there are always new
opportunities to continue to grow.

Self-actualized people tend to have needs such as:

 Truth
 Justice
 Wisdom
 Meaning

Self-actualized persons have frequent occurrences of peak experiences, which

are energized moments of profound happiness and harmony. According to
Maslow, only a small percentage of the population reaches the level of self-
actualization.

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If Maslow’s theory holds, there are some important implications for
management. There are opportunities to motivate employees through
management style, job design, company events, and compensation packages,
some examples of which follow:

 Physiological needs: Provide lunch breaks, rest breaks, and wages that are
sufficient to purchase the essentials of life.
 Safety Needs: Provide a safe working environment, retirement benefits,
and job security.
 Social Needs: Create a sense of community via team-based projects and
social events.
 Esteem Needs: Recognize achievements to make employees feel
appreciated and valued. Offer job titles that convey the importance of the
position.
 Self-Actualization: Provide employees a challenge and the opportunity to
reach their full career potential.

However, not all people are driven by the same needs – at any time different
people may be motivated by entirely different factors. It is important to
understand the needs being pursued by each employee. To motivate an
employee, the manager must be able to recognize the needs level at which the
employee is operating, and use those needs as levers of motivation.

o Limitations of Maslow’s Hierarchy

While Maslow’s hierarchy makes sense from an intuitive standpoint, there is

little evidence to support its hierarchical aspect. In fact, there is evidence that
contradicts the order of needs specified by the model. For example, some
cultures appear to place social needs before any others. Maslow’s hierarchy also
has difficulty explaining cases such as the “starving artist” in which a person
neglects lower needs in pursuit of higher ones. Finally, there is little evidence to
suggest that people are motivated to satisfy only one need level at a time, except
in situations where there is a conflict between needs.

Even though Maslow’s hierarchy lacks scientific support, it is quite well-known

and is the first theory of motivation to which many people they are exposed. To
address some of the issues of Maslow’s theory, Clayton Alderfer developed the
ERG theory, a needs-based model that is more consistent with empirical
findings.

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There is another theory provided by Michael J. Papa (Ph.D., Temple University;
M.A., Central Michigan University; B.A., St. John’s University) which explain
the X and Y employees as follows:

 Theory X

In this theory, which has been proven counter-effective in most modern

practice, management assumes employees are inherently lazy and will avoid
work if they can and that they inherently dislike work. As a result of this,
management believes that workers need to be closely supervised and
comprehensive systems of controls developed. A hierarchical structure is
needed with narrow span of control at each and every level. According to this
theory, employees will show little ambition without an enticing incentive
program and will avoid responsibility whenever they can. According to
Michael, if the organizational goals are to be met, theory X managers rely
heavily on threat and coercion to gain their employee's compliance. Beliefs of
this theory lead to mistrust, highly restrictive supervision, and a punitive
atmosphere. The Theory X manager tends to believe that everything must end in
blaming someone. He or she thinks all prospective employees are only out for
themselves. Usually these managers feel the sole purpose of the employee's
interest in the job is money. They will blame the person first in most situations,
without questioning whether it may be the system, policy, or lack of training
that deserves the blame. A Theory X manager believes that his or her employees
do not really want to work, that they would rather avoid responsibility and that
it is the manager's job to structure the work and energize the employee. One
major flaw of this management style is it is much more likely to cause
Diseconomies of Scale in large businesses.

 Theory Y

In this theory, management assumes employees may be ambitious and self-

motivated and exercise self-control. It is believed that employees enjoy their
mental and physical work duties. According to Papa, to them work is as natural
as play. They possess the ability for creative problem solving, but their talents
are underused in most organizations. Given the proper conditions, theory Y
managers believe that employees will learn to seek out and accept responsibility
and to exercise self-control and self-direction in accomplishing objectives to
which they are committed. A Theory Y manager believes that, given the right
conditions, most people will want to do well at work. They believe that the
satisfaction of doing a good job is a strong motivation. Many people interpret
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Theory Y as a positive set of beliefs about workers. A close reading of The
Human Side of Enterprise reveals that McGregor simply argues for managers to
be open to a more positive view of workers and the possibilities that this
creates. He thinks that Theory Y managers are more likely than Theory X
managers to develop the climate of trust with employees that is required for
human resource development. It's here through human resource development
that is a crucial aspect of any organization. This would include managers
communicating openly with subordinates, minimizing the difference between
superior-subordinate relationships, creating a comfortable environment in which
subordinates can develop and use their abilities. This climate would include the
sharing of decision making so that subordinates have say in decisions that
influence them. This theory is a positive view to the employees, meaning that
the employer is under a lot less pressure than someone who is influenced by a
theory X management style.

Theory X and Theory Y combined

For McGregor, Theory X and Y are not different ends of the same continuum.
Rather they are two different continua in themselves. Thus, if a manager needs
to apply Theory Y principles, that does not preclude them from being a part of
Theory X & Y.

Motivation

The motivations is the emotional tendencies that guide or facilitate reaching goals. It consists of:

I. Achievement drive
II. Commitment
III. Initiative
IV. Optimism

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Chapter 2

Review of literature

On

Motivation

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Scholars and researchers

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Chapter 3

The Emirates fire and rescue company

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History of the company

Employees and department

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Chapter 4

Research methods and design

 Is your lack of motivation short-term or is it deeper than that?

 Are you part of a team that makes you feel good?
 Are you working in isolation? Is that good or bad for you?
 What are the details of your daily tasks you most enjoy and how can you incorporate more of
those into your life?
 What are the details of your daily tasks that you hate and how can you do less of those?
 Can you end each day by envisioning the positive outcome of your work and the successes,
even the smallest ones?
 Do you surround yourself with uplifting people?
 Do you practice good self-care techniques?
 Can you see the long-term rewards of what you're doing?
 Are you doing something each day that moves you toward your goal?

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Research methods and design

Study objective

Research methodology

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Clearing Up Common Myths About Employee Motivation
The topic of motivating employees is extremely important to managers and supervisors.
Despite the important of the topic, several myths persist -- especially among new
managers and supervisors. Before looking at what management can do to support the
motivation of employees, it's important first to clear up these common myths.

1. Myth #1 -- "I can motivate people"

Not really -- they have to motivate themselves. You can't motivate people anymore than
you can empower them. Employees have to motivate and empower themselves.
However, you can set up an environment where they best motivate and empower
themselves. The key is knowing how to set up the environment for each of your
employees.

2. Myth #2 -- "Money is a good motivator"

Not really. Certain things like money, a nice office and job security can help people from
becoming less motivated, but they usually don't help people to become more motivated.
A key goal is to understand the motivations of each of your employees.

3. Myth #3 -- "Fear is a damn good motivator"

Fear is a great motivator -- for a very short time. That's why a lot of yelling from the
boss won't seem to "light a spark under employees" for a very long time.

4. Myth #4 -- "I know what motivates me, so I know what motivates my

employees"
Not really. Different people are motivated by different things. I may be greatly motivated
by earning time away from my job to spend more time my family. You might be
motivated much more by recognition of a job well done. People are not motivated by the
same things. Again, a key goal is to understand what motivates each of your employees.

5. Myth #5 -- "Increased job satisfaction means increased job performance"

Research shows this isn't necessarily true at all. Increased job satisfaction does not
necessarily mean increased job performance. If the goals of the organization are not
aligned with the goals of employees, then employees aren't effectively working toward
the mission of the organization.

6. Myth #6 -- "I can't comprehend employee motivation -- it's a science"

Nah. Not true. There are some very basic steps you can take that will go a long way
toward supporting your employees to motivate themselves toward increased
performance in their jobs. (More about these steps is provided later on in this article.)

Basic Principles to Remember

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1. Motivating employees starts with motivating yourself
It's amazing how, if you hate your job, it seems like everyone else does, too. If you are
very stressed out, it seems like everyone else is, too. Enthusiasm is contagious. If you're
enthusiastic about your job, it's much easier for others to be, too. Also, if you're doing a
good job of taking care of yourself and your own job, you'll have much clearer
perspective on how others are doing in theirs.

A great place to start learning about motivation is to start understanding your own
motivations. The key to helping to motivate your employees is to understand what
motivates them. So what motivates you? Consider, for example, time with family,
recognition, a job well done, service, learning, etc. How is your job configured to support
your own motivations? What can you do to better motivate yourself?

2. Always work to align goals of the organization with goals of employees

As mentioned above, employees can be all fired up about their work and be working very
hard. However, if the results of their work don't contribute to the goals of the
organization, then the organization is not any better off than if the employees were
sitting on their hands -- maybe worse off! Therefore, it's critical that managers and
supervisors know what they want from their employees. These preferences should be
worded in terms of goals for the organization. Identifying the goals for the organization
is usually done during strategic planning. Whatever steps you take to support the
motivation of your employees (various steps are suggested below), ensure that
employees have strong input to identifying their goals and that these goals are aligned
with goals of the organization. (Goals should be worded to be "SMARTER". More about
this later on below.)

3. Key to supporting the motivation of your employees is understanding what

motivates each of them
Each person is motivated by different things. Whatever steps you take to support the
motivation of your employees, they should first include finding out what it is that really
motivates each of your employees. You can find this out by asking them, listening to
them and observing them. (More about this later on below.)

4. Recognize that supporting employee motivation is a process, not a task

Organizations change all the time, as do people. Indeed, it is an ongoing process to
sustain an environment where each employee can strongly motivate themselves. If you
look at sustaining employee motivation as an ongoing process, then you'll be much more
fulfilled and motivated yourself.

5. Support employee motivation by using organizational systems (for example,

policies and procedures) -- don't just count on good intentions
Don't just count on cultivating strong interpersonal relationships with employees to help
motivate them. The nature of these relationships can change greatly, for example,
during times of stress. Instead, use reliable and comprehensive systems in the
workplace to help motivate employees. For example, establish compensation systems,
employee performance systems, organizational policies and procedures, etc., to support
employee motivation. Also, establishing various systems and structures helps ensure
clear understanding and equitable treatment of employees.

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Steps You Can Take
The following specific steps can help you go a long way toward supporting your
employees to motivate themselves in your organization.

1. Do more than read this article -- apply what you're reading here
This maxim is true when reading any management publication.

2. Briefly write down the motivational factors that sustain you and what you
can do to sustain them
This little bit of "motivation planning" can give you strong perspective on how to think
about supporting the motivations of your employees.

3. Make of list of three to five things that motivate each of your employees
Read the checklist of possible motivators . Fill out the list yourself for each of your
employees and then have each of your employees fill out the list for themselves.
Compare your answers to theirs. Recognize the differences between your impression of
what you think is important to them and what they think is important to them. Then
meet with each of your employees to discuss what they think are the most important
motivational factors to them. Lastly, take some time alone to write down how you will
modify your approaches with each employee to ensure their motivational factors are
being met. (NOTE: This may seem like a "soft, touchy-feely exercise" to you. If it does,
then talk to a peer or your boss about it. Much of what's important in management is
based very much on "soft, touchy-feely exercises". Learn to become more comfortable
with them. The place to start is to recognize their importance.)

4. Work with each employee to ensure their motivational factors are taken into
consideration in your reward systems
For example, their jobs might be redesigned to be more fulfilling. You might find more
means to provide recognition, if that is important to them. You might develop a
personnel policy that rewards employees with more family time, etc.

5. Have one-on-one meetings with each employee

Employees are motivated more by your care and concern for them than by your
attention to them. Get to know your employees, their families, their favorite foods,
names of their children, etc. This can sound manipulative -- and it will be if not done
sincerely. However, even if you sincerely want to get to know each of your employees, it
may not happen unless you intentionally set aside time to be with each of them.

6. Cultivate strong skills in delegation

Delegation includes conveying responsibility and authority to your employees so they
can carry out certain tasks. However, you leave it up to your employees to decide how
they will carry out the tasks. Skills in delegation can free up a great deal of time for
managers and supervisors. It also allows employees to take a stronger role in their jobs,
which usually means more fulfillment and motivation in their jobs, as well.

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7. Reward it when you see it
A critical lesson for new managers and supervisors is to learn to focus on employee
behaviors, not on employee personalities. Performance in the workplace should be based
on behaviors toward goals, not on popularity of employees. You can get in a great deal
of trouble (legally, morally and interpersonally) for focusing only on how you feel about
your employees rather than on what you're seeing with your eyeballs.

8. Reward it soon after you see it

This helps to reinforce the notion that you highly prefer the behaviors that you're
currently seeing from your employees. Often, the shorter the time between an
employee's action and your reward for the action, the clearer it is to the employee that
you highly prefer that action.

9. Implement at least the basic principles of performance management

Good performance management includes identifying goals, measures to indicate if the
goals are being met or not, ongoing attention and feedback about measures toward the
goals, and corrective actions to redirect activities back toward achieving the goals when
necessary. Performance management can focus on organizations, groups, processes in
the organization and employees.

10. Establish goals that are SMARTER

SMARTER goals are: specific, measurable, acceptable, realistic, timely, extending of
capabilities, and rewarding to those involved.

11. Clearly convey how employee results contribute to organizational results

Employees often feel strong fulfillment from realizing that they're actually making a
difference. This realization often requires clear communication about organizational
goals, employee progress toward those goals and celebration when the goals are met.

12. Celebrate achievements

This critical step is often forgotten. New managers and supervisors are often focused on
a getting "a lot done". This usually means identifying and solving problems. Experienced
managers come to understand that acknowledging and celebrating a solution to a
problem can be every bit as important as the solution itself. Without ongoing
acknowledgement of success, employees become frustrated, skeptical and even cynical
about efforts in the organization.

13. Let employees hear from their customers (internal or external)

Let employees hear customers proclaim the benefits of the efforts of the employee . For
example, if the employee is working to keep internal computer systems running for other
employees (internal customers) in the organization, then have other employees express
their gratitude to the employee. If an employee is providing a product or service to
external customers, then bring in a customer to express their appreciation to the
employee.

14. Admit to yourself (and to an appropriate someone else) if you don't like an
employee --
Managers and supervisors are people. It's not unusual to just not like someone who
works for you. That someone could, for example, look like an uncle you don't like. In this
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case, admit to yourself that you don't like the employee. Then talk to someone else who
is appropriate to hear about your distaste for the employee, for example, a peer, your
boss, your spouse, etc. Indicate to the appropriate person that you want to explore what
it is that you don't like about the employee and would like to come to a clearer
perception of how you can accomplish a positive working relationship with the employee.
It often helps a great deal just to talk out loud about how you feel and get someone
else's opinion about the situation. As noted above, if you continue to focus on what you
see about employee performance, you'll go a long way toward ensuring that your
treatment of employees remains fair and equitable.

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Miscellaneous picture:

Abraham Maslow
Hierarchy of needs
theory

Reference

 Wikipedia,

 Leslie Dickinson

King Mongkut's Institute of Technology, Thonburi, Bangkok, Thailand

Available online 20 January 2000.

http://www.sciencedirect.com
link:

http://www.sciencedirect.com/science?_ob=ArticleURL&_udi=B6VCH-3YCMKN1-
K&_user=10&_coverDate=05%2F31%2F1995&_rdoc=1&_fmt=high&_orig=search&_origin=search&_
sort=d&_docanchor=&view=c&_searchStrId=1519462307&_rerunOrigin=scholar.google&_acct=C00
0050221&_version=1&_urlVersion=0&_userid=10&md5=9f4254f01911fe61e8053c4332852813&sea
rchtype=a

 free management library

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Basics About Employee Motivation (Including Steps You Can Take)

© Copyright Carter McNamara, MBA, PhD, Authenticity Consulting, LLC.

Adapted from the Field Guide to Leadership and Supervision.

Link:

http://www.managementhelp.org/guiding/motivate/basics.htm#anchor168299

 Business articles, motivational articles & marketing articles.

Woopidoo.com - Business Motivation online!
The copyright of the article Motivation in Human Resource Management is owned by Agha
Sadarrudin.

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