Professional Documents
Culture Documents
Workers withhold their best effort when they see little or no connection between what
they do and how they are rewarded. In order to be motivated workers must have a reason
for doing what they are doing (motive), and the reason must be their own. They must also
be actively involved in the doing (action). If either one of these aspects is lacking you do
not have motivation.
Many managers make the mistake of thinking that their main job is to get workers to do
something. They spend a great deal of their time and energy thinking up ways to get
workers to do what they want them to do. They fail to realize that the motivation to do
something must come from within the worker. Workers do what they do for four reasons:
they are inwardly prodded, inwardly lured, outwardly prodded, outwardly lured.
Those things that inwardly prod workers to do what they do are called drives. A drive is
an inner urge or feeling that impels workers to do something.
Those things that inwardly lure workers to do what they do are called needs. A need is an
inner vacuum which workers must fill so they are satisfied.
If managers want to get workers to do something they can outwardly force on subtly
threaten them with reprimands pay-cuts, termination, transfers, or demotions. This is the
negative physical or psychological approach, (KITA) "kick in the lower back." It has
distinct disadvantages. If you prod people to do certain things, the bruises of your
physical forcing shows outwardly. If you prod people too much, they may push you back.
If you psychologically hurt someone, you will leave lasting scars of resentment and
paranoia.
On the other hand, managers can get workers to do something by luring them with the
enticements of future rewards and bribes based on their needs and wants. This is the
classic carrot and stick approach. Dangle the carrot in front of the worker and the worker
will move to where you want them to be. The problem with this approach is one of
escalating demands.
By now it should be obvious that any actions that are created in workers by external
powers, whether they be positive or negative, are going to lead workers only to do what
those powers want them to do. It is only when workers are acting in concert with their
own drives, needs and wants that the manager is going to retain motivated workers. The
primary task of managers is to know their workers personally. This implies, of course,
that managers must ascertain what workers want and need from their jobs. Then they
must find ways of designing logical couplings between the wants of workers and the aims
of the organization.
To the extent that workers can satisfy their needs as they assist the organization to
accomplish its goals, the manager will have an effective department and satisfied,
workers. When workers do not see a connection between the fulfillment of their own
needs and the accomplishment of the goals of the organization, the manager must resort
to force threats or bribery. Motivated workers move and act in very different ways from
those who are functioning on external stimuli alone because the motive is located inside
each worker. In the end, managers will not only get what they reward but also what they
deserve.
1. Abraham Maslow
Hierarki Keperluan
Di dalam penulisannya yang diterbitkan pada tahun 1943, Abraham Maslow
memajukan cadangannya di bawah tajuk "A Theory of Human Motivation"
Mengikut teori ini, pekerja di dalam golongan ini tidak suka bekerja. Ia akan
membuat tugas jika hukuman akan menyusul sekiranya ia gagal membuat
kerja. Pekerja ini hanya ikut arahan dan akan cari peluang untuk
mengelakkan kerja.
"Hygiene Factors" seperti kedudukan, kerja tetap, gaji dan kemudahan tidak
dapat memberi motivasi yang positif.
Mengikut teori ini, jika seseorang pekerja percaya bahawa melakukan sesuatu
aktiviti akan membawa sesuatu akibat yang tertentu, ia akan memperanguhi
pilihan jenis cara dan tahap usaha.
Akan tetapi cara ini dapat membantu pengurusan menggunakan cara saintifik
untuk memahami masalah motivasi di tempat pekerjaan.
Anda dapat bantuan daripada teori-teori motivasi ini untuk merancang bagaimana
meningkatkan motivasi pekerja anda.
Mengikut kajian, peratusan pekerja yang mengahadapi masalah seperti ini adalah
dalam lingkungan lima peratus (5%).
Pekerja yang mempunyai motivasi yang tinggi dapat menyumbang kepada prestasi
baik jabatan atau bahagian dan seterusnya dapat membantu untuk meningkatkan
prestasi organisasi anda.
Pastikan perkara yang mustahak ini tidak diabaikan di dalam pengurusan sumber
manusia.