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Need is a feeling of deficiency.

It creates physiological and psychological imbalances which create


tension in the mind of employees. The employees' drives are energised and activated to find out
the satisfaction through its achievement. Drives are strong feelings of the deprivation which thrust
upon certain goals. It leads to action and provides energy to achieve them. Drives lead to search
for the proper action which will provide satisfaction. Goals achievement is reduction of tension. It
restores physiological and psychological balance. Motivation. is a natural process wherein the felt
needs are recognised. Need creates a state of disequilibrium i.e. 'tension which is to be reduced
through behaviour. Individuals will search the behaviour for getting satisfaction. He will select
suitable strategies for the purpose if he is qualified adequately. Motivation, therefore, depends on
ability, experience, education, background and skiils of individuals. The satisfying tools may be
financial and 'non-financial rewards and punishment.

The motivation cycle leads to satisfaction. If the needs are unsatisfied, during the process,
unsatisfied employees may create some problems which should be solved immediately to satisfy
the employees. Otherwise a vicious circle is created which will mar the motivational process.
Motivation has drives which are based on cultural environment in which the person lives-. Cultural
environment and drives affect the people's desire to work and approach to the probieJits. Besides,
national characteristics and desires of achievement influenc~ motivationievel.

Mishra, M.N.. Organisational Behaviour and Corporate Development .

Mumbai, IND: Global Media, 2010. p 133.

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Motivation is the set of forces that leads people to behave in particular ways. Motivation is
important in organizations because, in conjunction with ability and environment, it determines
performance. This framework provides a useful way to see how motivational processes occur.
When people experience a need deficiency, they seek ways to satisfy it, which results in a choice of
goal-directed behaviours. After performing the behaviour, the individual experiences rewards or
punishments that affect the original need deficiency. Fig. 5.2 showing motivational framework.

La motivación es el conjunto de las fuerzas que lleva a las personas a comportarse en particular
formas. La Motivación es importante en las organizaciones porque, junto con la capacidad y el
medio ambiente, determina el rendimiento. Este marco proporciona una forma útil para ver los
procesos motivacionales cómo ocurren.
Para Shajaha (2004) el ciclo motivacional comienza, cuando las personas experimentan una
necesidad que requiere que sea satisfecha, buscan formas de cómo satisfacerla, lo que resulta en
una variedad de comportamientos que van dirigidos a la meta. Después de realizar la conducta
para satisfacer la necesidad , el individuo experimentara ya sea la recompensas o el castigo
donde este evalúa si su necesidad ha quedado satisfecha .

Shajahan, S.; Shajahan, Linu. Organisation Behaviour.

Daryaganj, Delhi, IND: New Age International, 2004. p 90.

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Motivation is initiated by the conscious or unconscious recognition of an unsatisfied need. A goal is


then established which it is believed will satisfy this need and a decision is made on the action
which it is expected will achieve the goal. If the goal is achieved the need will be satisfied and the
behaviour is likely to be repeated the next time a similar need emerges. If the goal is not achieved
the same action is less likely to be repeated. This process is modelled in Figure 3.1.

Armstrong, Michael. How to Manage People.

London, , GBR: Kogan Page Ltd., 2008. p 42.

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Goal theory

Goal theory as developed by Latham and Locke (1979) states that motivation and performance are
higher when individuals are set specific goals, when goals are difficult but accepted, and when
there is feedback on performance. Participation in goal setting is important as a means of getting
agreement to the setting of higher goals. Difficult goals must be agreed and their achievement
reinforced by guidance and advice. As long as they are agreed, demanding goals lead to better
performance than easy ones. Finally, feedback is vital in maintaining motivation, particularly
towards the achievement of even higher goals.

Teoría de la meta
Teoría objetivo desarrollado por Latham y Locke (1979) Estados esa motivación y rendimiento son
mayores cuando los individuos se establecen metas específicas, cuando los objetivos son
aceptados pero difícil, y cuando no hay comentarios sobre el rendimiento. Participación en la
fijación de objetivos es importante como medio de llegar a un acuerdo para el establecimiento de
metas más altas. Objetivos difíciles deben ser acordados y su logro reforzados por orientación y
asesoramiento. Como acordaron, objetivos exigentes conducen a un rendimiento mejor que
fáciles. Finalmente, retroalimentación es vital para mantener la motivación, especialmente hacia el
logro de metas aún más altos.

Armstrong, Michael. How to Manage People.

London, , GBR: Kogan Page Ltd., 2008. p 45.

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There are two different categories of motivation theories such ".s content theories and process
theories. Even though there are different motivation theories, none of them are universally
accepted. Also known as need theory, the content theory of motivation mainly focuses on the
internal factors that energise and direct human behaviour. Maslow's hierarchy of needs,A!derfer 's
ERG theory, Herzeberg's motivator-hygiene theory (Herzeberg's dual factors theory), and
McClelland's learned needs or threeneeds theory are some of the major content theories.

Hay dos categorías diferentes de las teorías de motivación tal ".s teorías de contenido y proceso de
teorías. Aunque hay teorías de motivación diferente, ninguno de ellos son universalmente
aceptado. Necesita también conocida como la teoría, la teoría del contenido de la motivación se
centra principalmente en los factores internos que dinamizar y dirigen el comportamiento
humano. Jerarquía de Maslow de necesidades, A! del derfer teoría ERG, del Herzeberg teoría de
motivación e higiene (teoría de dos factores de Herzeberg) y McClelland de aprendió teoría de
necesidades o threeneeds son algunas de las principales teorías de contenido.

Kumar, Vipan B.; Gopinadhan, S.. Organisational Behaviour and Mass Media.

Mumbai, IND: Global Media, 2009. p 78.


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Process theories of motivation provide an opportunity to understand thought processes that


influence behaviour. The major process theories of motivation include Adams' equity theory,
Vroom's expectancy \ theory, goal-setting theory and reinforcement theory.

Las teorías del proceso de motivación brindan una oportunidad para entender los procesos de
pensamiento que influyen en el comportamiento.

Las teorías del gran proceso de motivación incluyen teoría de equidad de Adams, expectativa de
Vroom y teoría, la teoría de la fijación de metas y la teoría de refuerzo.

Kumar, Vipan B.; Gopinadhan, S.. Organisational Behaviour and Mass Media.

Mumbai, IND: Global Media, 2009. p 79.

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