MOTIVATION

Motivation in The Organization

Motivation is usually defined as the process by which the behavior is energized and directed. Despite its intuitive appeal, the concept of motivation has proven problematic. One reason for this is that the motivation is not directly observable. It's an intuitive process that can be inferred only by observing the behavior of individuals, by measuring changes in their ways of acting, or asking them to describe their needs and goals. Although there are some physiological needs - such as hunger and thirst, which can be stimulated by deprivation, most human needs that have been proposed can not be easily manipulated in this way (Miller, 2004, 201-2). Making inferences about the reasons for the behavior is difficult because it can serve more than one simple reason, and the same device can be manifested in different kinds of behavior. The assumed motivations from the changes in performance are risky because the performance depends on the skill and perception of the person about the job requirements as well as motivation. Despite the difficulties of measuring motivation, has proven an extremely useful concept for the analysis of behavior in organizations (Weightman, 2008, 39-56).

Significant Reasons for Behavior In Organizations

To help understand the motivation, the concept of needs has been very useful. Except for some physiological needs, most needs are influenced by previous experiences of people. Consequently, the force on a variety of needs differs from person to person, due to the difficulty in measuring motivation, psychologists do not fully agree on the identity and importance of needs (Accel, 2004, 99-111 ). However, there is some consensus that the following six requirements are significant and useful for the understanding of motivation in organizations work:

Relationship between the Needs and Effects Sets The six key needs are different from each other, but are not fully independent. That is, some combinations tend to occur with more frequency needs than others. For example, people with little need to estimate likely to have a great need for low power requirement for it. People with a high degree of independence or a strong need for achievement also likely to have much need for security, since both involve the fear of failure. These combinations do not always occur, but occur in most cases (Hickson, 2003, 7-40). The way they express a need depends on the general framework of the person's needs. The various needs are integrated with each other and with the values and beliefs of people. To understand the motivation of a person, we must consider the overall framework of needs in relation to that person's position (Miller, 2004, 201-2). Theory of Hierarchy of Needs If human beings have different needs, how many of these needs are active at the same? Are some needs more important than others? Maslow (1954) formulated a theory of hierarchy of needs ¨ to answer questions how are you. According to Maslow, there are five different kinds of needs: physiological needs, security (ie security), social (ie participation), estimation, and the need ...