Achievement Motivation

Meaning of motivation The word motivation comes from the word ‘motive’ which means any purpose or idea or a stimulus to do or not to do something. Motivation can be positive as well as negative. Positive motivation inspires individuals or employees. Negative motivation discourages people from indulging in undesirable behaviour.

Definitions of motivation In the words of Robert Dubin, “Motivation is the complex of forces starting and keeping a person at work in an organisation. Motivation is something that moves the person to action and continues him in the course of action already initiated.

Theories of motivation Resources can broadly be of two types: human resources and non-human resources. The major difference between human and non-human resources is that non-human resources require the investment of capital, thereby these can be put to use and start functioning as soon as the entrepreneur is willing to pay for them. Human resources not only require capital investment but also require essential skills, abilities and willingness to work. While the ability and the skills to work can be achieved through educational and training programs.

This motivation may come from financial or non-financial motivators discussed above but the decisive capabilities as to which motivator to use comes from experience and depend upon situations. McClelland and Maslow attempted to formally put these situations into motivation theories.

McClelland Theory David McClelland developed the three-need model. McClelland’s theory contemplates that motivation comes from three types of need which are discussed here

1. Need for Achievement (nAch): Achievement: a need to accomplish and demonstrate own competence. People with a high need for achievement prefer tasks that provide for personal responsibility and results based on their own efforts.   They also prefer quick acknowledgment of their progress.

2. Need for Affiliation (nAff): Affiliation: a need for love, belonging and social acceptance. People with a high need for affiliation are motivated by being liked and accepted by others.  They tend to participate in social gatherings and may be uncomfortable with conflict.

3. Need for Power (nPow): Power: a need for controlling own work or the work of others. People with a high need for power desire situations in which they exercise power and influence over others.  They aspire for positions with status and authority and tend to be more concerned about their level of influence than about effective work performance. They enjoy leadership positions and competition. They can be assertive, confident, and sometimes aggressive.

Maslow’s Need Hierarchy Theory Maslow also hypothesised that needs are never fully satisfied. As soon as first need is satisfied, the other need arises. But these needs can be ranked in order of preference since a satisfied need stops serving as a motivating factor for individuals and therefore with satisfaction of one need one moves toward the other need(s). The theory of need hierarchy can be summarized through the following chart:

Physiological Needs: These are the most basic needs, essential for survival, including food, water, air, sleep, and shelter.

Safety Needs: Once physiological needs are met, individuals focus on safety and security, including personal security, financial security, health, and well-being.

Love and Belongingness Needs: After physical and safety needs are satisfied, the need for social interaction, love, affection, and belongingness emerges.

Esteem Needs: This level involves the need for respect, self-esteem, status, recognition, and appreciation from others.

Self-Actualization: The highest level, where individuals strive to reach their full potential, achieve personal growth, and fulfil their dreams.

Financial and Non-Financial Motivators

Motivators are essential in maintaining employee engagement, productivity, and job satisfaction. They are categorized into two main types: Financial Motivators and Non-Financial Motivators.

A. Financial Motivators

Financial motivators are monetary benefits provided to employees to keep them motivated and engaged in their work. These benefits are often tied to job performance, loyalty, and organizational commitment.

1. Salary/Wages

• The most fundamental reason employees work.
• Employees expect compensation in return for their services.
• Usually paid at fixed intervals, typically monthly, but can also be on a daily basis.

2. Allowances

• Monetary benefits given in addition to the salary.
• Examples include:
  • House Rent Allowance (HRA)
  • Dearness Allowance (DA)
  • Travelling Allowance (TA)

3. Perquisites (Perks)

• Special benefits that some employees enjoy because of their employment status.
• Examples include:
  • Rent-free accommodation provided by the employer
  • A company car for transportation purposes

4. Bonus

• A monetary benefit given periodically or after meeting specific goals.
• Often depends on achieving company objectives and performance milestones.

5. Profit Sharing

• Profit sharing means distributing a certain percentage of the company’s profits to employees.
• Unlike bonuses, profit sharing occurs only if the company makes a profit.
• It acts as a performance-based incentive.

6. Co-partnership

• A more advanced form of profit sharing.
• Employees are given partial ownership of the company.
• Under co-partnership, employees:
  • Share profits
  • Participate in decision-making and management
  • Have a stake in the control and future direction of the business

7. Gratuity

• A sum of money paid by the employer to an employee for long-term service.
• Typically provided during an employee’s retirement or when they leave the organization.

B. Non-Financial Motivators

Non-financial motivators are secondary incentives that come into play when financial incentives alone are no longer sufficient to motivate employees. They focus on personal satisfaction, job fulfillment, and professional growth.

1. Prestige

• Comes from an individual’s position within the organization.
• More relevant for employees in higher hierarchical levels where basic needs are already met.
• Employees are motivated by status, power, and respect.

2. Job Security

• Stability and long-term employment reduce stress and create a sense of safety.
• A secure job encourages loyalty and commitment among employees.

3. Organizational Environment

• A positive and cohesive organizational culture boosts morale.
• Good relationships with supervisors, subordinates, and colleagues create a supportive work environment.
• Employees work better in a friendly and cooperative atmosphere compared to a hostile one.

4. Recognition

• Recognition boosts morale by acknowledging an employee’s efforts and contributions.
• Employees appreciate being noticed and rewarded for their dedication and achievements.

5. Career Advancement Opportunities

• Employees seek growth and career progression within an organization.
• A lack of advancement opportunities may result in dissatisfaction and turnover.
• Clear pathways for promotions and development keep employees motivated and committed.

6. Enriched Jobs

• Jobs that offer more responsibilities and opportunities for decision-making.
• Employees feel a sense of ownership and accountability, enhancing their job satisfaction.

7. Participation of Employees

• Involving employees in goal-setting processes fosters a personal connection to the organization’s objectives.
• Employees who contribute to setting goals are more likely to work diligently to achieve them, feeling a stronger sense of ownership and commitment.

Conclusion

Both financial and non-financial motivators play crucial roles in keeping employees engaged and committed to an organization.

• While financial motivators address basic needs and provide immediate incentives,
• Non-financial motivators focus on long-term satisfaction, job fulfillment, and professional development.

Organizations that employ a balanced approach, addressing both financial and non-financial motivators, can ensure higher productivity, loyalty, and employee satisfaction, which ultimately contribute to organizational success.