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2nd M.A ENGLISH
3rd SEMESTER
SEC II - ENTREPRENEURSHIP DEVELOPMENT
UNIT TOPICS IV Motivation-Maslow’s theory, Herzberg’s-two-factor theory, McGregor's
Theory- Culture and society- Risk taking behavior.
Unit – IV
Maslow's Hierarchy
of Needs & Theory of Motivation
In his paper titled "A Theory of Human Motivation," which was published in 1943, Abraham Maslow presented the idea of a hierarchy of needs for the first time. He returned to this idea in his subsequent book, which was titled "Motivation and Personality." Through the use of this hierarchy, it is suggested that individuals are motivated to satisfy their fundamental needs before moving on to other, more complex needs.
While some of the schools of thought that were prevalent at the
time, such as psychoanalysis and behaviourism, had a tendency
to concentrate on problematic behaviours, Maslow was more interested in learning about what
makes people happy and what they do to achieve that goal.
According to Maslow,
who was a humanist, people
have an innate desire to be self-actualized, which means they want to
be the best version of themselves that they can be. To accomplish this ultimate
objective, however, it is necessary to fulfil a number of more fundamental
requirements. Among these are the requirements for sustenance, security,
affection, and self- esteem.
Maslow was of the opinion that these needs are comparable to
instincts and play a significant part in the process of being motivated to behave.2. According to Maslow's hierarchy of needs, there are
five distinct levels, beginning with the most fundamental level, which is
referred to as physiological needs.
Physiological Needs
The physiological needs include those that are vital to survival.
Some examples of physiological needs include:
·
Food
·
Water
·
Breathing
The physiological needs
of an individual include, in
addition to the fundamental
requirements of nutrition, air, and temperature regulation, the requirements of clothing and accommodations.
Due to the fact that sexual reproduction is necessary for the continuation of the species
and its propagation, Maslow
included it in this level of the hierarchy as well.
Security and Safety Needs
At the second level of Maslow’s hierarchy, the needs start to
become a bit more complex. At this level, the needs for security and safety
become primary.
People want control and order in their lives. Some of the basic
security and safety needs include:
·
Health and wellness
·
Safety against accidents and injury
Examples of actions that are motivated by the need for security
and safety include finding a job, obtaining health insurance and health care,
contributing money to a savings account, and moving to a neighbourhood that is
safer.
Love and Belonging
The social needs
in Maslow’s hierarchy include love, acceptance, and belonging. At this level,
the need for emotional relationships drives human behavior.
Some of the things that satisfy this need include:
·
Friendships
·
Romantic attachments
·
Family relationships
·
Community groups
·
Churches and religious organizations
It is essential for individuals to experience feelings of love and
acceptance from other people in order to prevent feelings of isolation, depression, and anxiety. There is a significant impact from personal
relationships with friends, family, and lovers, as well as from participation
in groups, which includes participation in religious groups, sports teams, book
clubs, and other activities that involve groups of people.
Esteem Needs
With regard to Maslow's hierarchy of needs, the need for appreciation and respect is located at the fourth level. As soon as the needs at the lowest three levels have been met, the esteem needs start to play a more significant role in the process of motivating behaviour.
As one progresses through this level, it becomes increasingly important to earn the respect and appreciation of other people. People have a desire to achieve things and then have their efforts acknowledged for what they have completed. Self-esteem and a sense of personal worth are examples of areas that fall under the category of esteem needs. These needs are in addition to the need for feelings of accomplishment and prestige.
For people to feel that they are making a contribution to the world and that they are valued by others, they need to have the sense that they are valued. Contributing to the satisfaction of the esteem needs can be accomplished through a variety of means, including participation in professional activities, academic achievements, participation in athletics or teams, and personal hobbies.
Individuals who are able to fulfil their esteem needs by achieving
high levels of self-esteem and the recognition of others are more likely to
have a sense of self-assurance regarding their capabilities.3) On the other hand, individuals who are lacking
in self-esteem and the respect
of others are more likely to experience feelings of inferiority.
Self-Actualization Needs
The needs that pertain to self-actualization are located at the very pinnacle of Maslow's hierarchy. People who are self-actualizing are self-aware, concerned with their own personal development, less concerned with the opinions of others, and interested in realising their full potential.
"What a man can be, he must be," Maslow explained,
referring to the need people have to achieve their full potential as human
beings.
Maslow’s said of self-actualization: "It
may be loosely described as the full use and exploitation
of talents, capabilities, potentialities, etc. Such people seem to be
fulfilling themselves and to be doing the best that they are capable of doing.
They are people who have developed or are developing to the full stature of
which they capable."
Herzberg’s - Two-Factor Motivation Theory
Herzberg's Two-Factor Motivation Theory,
which is also referred to as the Motivation-
Hygiene Theory, is a psychological framework that was developed by Frederick
Herzberg in the 1950s to explain what motivates employees in the workplace.
Motivators and hygiene factors are two distinct sets of factors
that are thought
to have an impact on job satisfaction and dissatisfaction, according to the theory under
consideration. However, according to Herzberg, these factors do not simply
operate on a linear scale; rather, they influence employees in a variety of
different ways.
1. Motivators (Satisfiers)
The factors that contribute to higher levels of job satisfaction and motivation are referred to as motivators respectively. These aspects are linked to the nature of the work itself and are considered to be an integral part of the job. It is common for employees to experience increased levels of engagement, satisfaction, and motivation in their roles when these factors are present.
Key motivators include:
· Achievement: The sense of accomplishment that comes from successfully completing a challenging task or project.
· Recognition: Receiving
acknowledgment and praise for work well done, which can enhance an employee’s sense of worth and satisfaction.
· Work Itself: Having interesting, meaningful, and challenging work that provides opportunities for personal growth.
· Responsibility: Being entrusted with significant duties and decision-making powers, giving employees a sense
of ownership over their work.
· Personal Growth: Opportunities to learn new skills and develop professionally.
When these motivators are present, employees are likely to feel
more motivated, productive, and satisfied with their work, which can lead to
improved job performance.
2. Hygiene Factors (Dissatisfiers)
External factors known as hygiene factors are those that, when lacking or insufficient, can result in dissatisfaction with one's job. On the other hand, the mere fact that they are present does not necessarily result in high levels of satisfaction or motivation. These aspects are not directly related to the job, but rather are related to the working environment, the policies of the company, and the working conditions.
Key hygiene factors include:
· Company Policies: The rules, regulations, and guidelines that govern workplace behavior. Strict or unfair policies can lead to dissatisfaction.
· Supervision: The quality of supervision and the relationships with managers and supervisors. Poor management practices
can lead to dissatisfaction.
· Salary: Compensation and financial rewards. While fair pay is necessary for job satisfaction, it does not necessarily motivate employees if other factors are lacking.
· Work Conditions: The physical environment in which employees work, such as office conditions, equipment, lighting, and safety. Poor conditions can lead to dissatisfaction.
· Interpersonal
Relationships: The quality of relationships with coworkers. Conflicts or poor
communication can lead to a negative work environment.
· Job Security: Concerns about the stability of employment and the fear of losing
one’s job can lead to dissatisfaction.
The improvement of hygiene factors
is necessary for ensuring that employees are not dissatisfied with their jobs; however,
enhancement of these factors alone will not necessarily result in increased
motivation or job satisfaction. In spite of the fact that they lay the
groundwork for a positive working environment, it is the motivators that are
directly responsible for driving engagement and performance.
Key Insights of Herzberg’s Theory:
· Job
Satisfaction vs. Job Dissatisfaction: Herzberg
proposed that job satisfaction and job dissatisfaction are not opposite ends of
the same continuum but are influenced by different factors. While hygiene
factors are related to dissatisfaction, motivators are linked to satisfaction
and motivation.
· Focus on Intrinsic Factors: To truly motivate employees and boost job satisfaction, organizations should focus on intrinsic motivators like meaningful work, achievement, and personal growth. Merely addressing hygiene factors, such as salary or work conditions, will prevent dissatisfaction but may not inspire greater motivation.
· Implications for Management: Managers and leaders can use Herzberg's theory to create a more motivating and satisfying work environment by ensuring hygiene factors are adequately addressed (e.g., providing fair pay, improving working conditions, and fostering positive relationships) while also offering opportunities for intrinsic motivation through challenging work, recognition, responsibility, and growth opportunities.
McGregor's Theory
The motivational theory known as McGregor's Theory X and Theory Y was developed by Douglas McGregor, a professor
of management, in the 1960s of the United States. It discusses two distinct
approaches to management and leadership, with a particular emphasis on the
assumptions that managers make about their employees and the ways in which
these assumptions influence management style, organisational culture, and
employee motivation.
McGregor put forth the idea that there
are two distinct
sets of beliefs regarding employees
that have an impact on the behaviour of managers and the manner in which
they manage teams. There is Theory X, and there is also Theory Y.
Theory X: The Authoritarian Management Style
According to Theory X, workers are inherently lazy, lack ambition, and will avoid work whenever it is possible to do so. This is the assumption that underpins the theory. According to this point of view, employees are considered to be in need of being controlled and directed. Managers who adhere to Theory X believe that employees would not work to their fullest potential if they were not subjected to stringent oversight. As a result, they recognise the importance of providing employees with constant supervision, clear instructions, and strict control.
Key assumptions of Theory X include:
· Employees dislike work: People inherently prefer to avoid work whenever possible and need to be coerced or controlled to perform tasks.
· Employees lack ambition: They are not motivated by their own success or achievement, and they prefer to avoid responsibility.
· Employees require supervision: Managers must closely supervise and control workers because they believe workers lack self-discipline and initiative.
· Employees are motivated by monetary rewards
and punishments: The primary
motivators are fear, external rewards, and avoidance of punishment.
Management Style in Theory
X:
In general, managers who subscribe to Theory X are more likely to exercise an autocratic style of leadership. They make decisions entirely on their own and provide employees with instructions that are unambiguous and straightforward. They rarely involve employees in the process of decision-making or problem-solving.
Mechanisms of control,
rules that are extremely stringent, and close supervision are frequently utilised.
In order to motivate their
employees, these managers
frequently rely on external rewards
(such as bonuses or salary increases) and punishments (such as
reprimands or penalties).
Theory Y: The Participative Management Style
Theory Y, on the other hand, offers a more optimistic perspective on members of the workforce. According to McGregor's theory, employees are self-motivated, enjoy their work, seek responsibility, and strive for personal and professional growth when they are provided with the appropriate conditions. Managers who subscribe to Theory Y are of the opinion that workers are capable of exhibiting high levels of creativity, initiative, and self-direction if they are provided with the appropriate environment and opportunities.
Key assumptions of Theory Y include:
· Work is natural: People are not inherently opposed to work; work can be as satisfying as play or rest if it is meaningful and engaging.
· Employees are self-motivated: When employees feel a sense of responsibility, they take initiative and work towards achieving organizational goals without constant supervision.
· Employees seek responsibility: People are willing to take on challenges and responsibility if they feel trusted and valued by their organization.
· Employees
are creative: Workers have the ability to contribute to decision-making and
problem-solving if given the chance to do so.
· Internal motivation: Employees are motivated by intrinsic factors
such as personal growth, achievement, and the satisfaction of contributing to the success
of the organization.
Management Style in Theory
Y:
Employees are actively involved in decision-making processes, goal setting, and problem- solving when managers who believe in Theory Y adopt a participative or democratic management style. This style of management encourages employees to solve problems and set goals.
Employees are given more autonomy, trust, and opportunities for
personal development by managers who subscribe to the Theory Y management
philosophy.
In many cases, communication is open and collaborative, and
managers encourage their employees to take ownership of the roles and
responsibilities that they possess.
The objective of these
managers is to establish a motivating working environment that fosters
creativity, innovation, and teamwork. They place an emphasis on intrinsic rewards,
such as job satisfaction, personal development, and recognition.
Comparing Theory
X and Theory Y:
The key difference between Theory
X and Theory Y lies in the
assumptions made about employees’ nature and the approach to managing them:
|
Aspect |
Theory X |
Theory Y |
|
View of Employees |
Lazy, unmotivated, need constant
control |
Self-motivated, seek
responsibility |
|
Management
Style |
Autocratic, controlling directive |
Democratic, participative, empowering |
|
Assumed
Motivation |
External
factors (e.g., money, punishment) |
Internal factors (e.g., growth, recognition) |
|
Approach to Responsibility |
Avoid responsibility, follow instructions |
Seek responsibility, take initiative |
|
Supervision |
Close supervision, micromanagement |
Minimal supervision, trust
employees |
|
Creativity and Innovation |
Employees
are not creative or innovative |
Employees are capable of creativity and innovation |
|
Reward Systems |
Focus on extrinsic rewards (salary, bonuses) |
Focus on intrinsic
rewards (satisfaction, self-fulfillment) |
Implications for Leadership
and Management:
McGregor’s Theory X and Theory Y have significant implications for leadership styles, organizational culture, and employee motivation:
1. Management Styles:
The implementation of a Theory X strategy could result in an
organisation that is more hierarchical and rigid, with employees having less
room for flexibility. It's possible that workers are disengaged, dissatisfied, and less motivated to contribute beyond what is required of them.
A workplace that is more flexible, open, and innovative is typically the result
of an approach that is based on Theory Y. This type of workplace is one in
which employees feel trusted, valued, and motivated to contribute their ideas
and effort to the organisation.
2. Employee Motivation:
According to Theory X, motivation is typically extrinsic, meaning
that it is centred on the pursuit of external rewards or the avoidance of
punishment. This type of motivation may not result in sustained engagement or satisfaction. Employees who feel more engaged in their work and who are driven by personal
fulfilment, creativity, and responsibility are more likely to be motivated,
according to Theory Y, which states that motivation is ultimately intrinsic.
3. Organizational Culture:
It is possible that organisations that implement a management
style known as Theory X will have a culture
that is more authoritarian, with fewer opportunities for innovation, lower morale,
and fewer opportunities for employees
to participate in decision-making. The adoption of
Theory Y by an organisation is likely to result in the establishment of a
culture that fosters collaboration and support, as well as one that promotes
innovation, teamwork, and personal development.
Culture and society
Culture and society are concepts that are closely interconnected
and have a significant impact on human behaviour, beliefs, and
practices; however, they are
distinct in both their nature
and their area of influence. Understanding how people interact with one
another and with their surroundings is facilitated by both of these terms.
Explanations of these two significant ideas, as well as the ways in which they
are connected to one another, are provided.
Culture
When we talk about culture,
we are referring to the beliefs, values,
norms, customs, behaviours, languages, symbols, and
material objects that are shared by a group of people or society. It takes into account the various ways in which
individuals members of a specific
community or group communicate with one another
and make sense of the world that surrounds them. Culture
is something that is learnt and passed down from one generation to the next. It influences how people perceive the world around
them, how they make decisions, and how they organise their relationships.
The following are important aspects of culture:
Beliefs and Values: These are the fundamental ideas and principles
that a group considers to be important, and they direct how individuals think
about what is right and wrong, as well as whether something is good or bad. As
an illustration, certain societies place a significant emphasis on
individualism, whereas others place a greater emphasis on collectivism.
Norms are the unwritten rules and expectations for behaviour that
exist within a society or group. Norms are also known as standards. Ordinary behaviours, such as how people greet one
another, how they dress, or how they conduct themselves in public places, are
governed by norms.
Language: Language is an essential component of culture because it
serves as the primary means of communication and expression within individuals
and communities. The transmission of traditions, knowledge, and experiences is facilitated by language, which also serves as a reflection of cultural values.
Symbols are things, images, or gestures that carry specific
meanings within a culture. Some examples of symbols
include flags, religious
icons, or hand gestures. Material
Culture is a term
that describes the tangible things, such as architecture, tools, and artefacts,
that are produced by a society
and are highly
valued by that society. These items are serving as a reflection of the culture and
values that are prevalent in the society.
Rituals and traditions are established ceremonies or practices that have been passed down from
generation to generation. Some examples
of rituals and traditions include weddings, holidays,
and religious practices.
As a result
of the fact that every
society and group
develops its own distinct collection of values, beliefs,
and customs, culture can vary greatly from one society and group to another.
Society
Society is a term that is used to describe a group of people who
live together in a community that is organised and structured, and who share
common institutions, relationships, and social structural frameworks. The
larger framework is what brings people together to form groups and interact
based on social
rules and structures. It is the framework that brings people
together. Culture is more concerned with the intangible aspects of human
life, such as values, beliefs, and customs, whereas society is more concerned
with the structure of relationships, organisations, and institutions that are
responsible for keeping people together.
Key components of society include:
The term "social institutions" refers to the established
patterns of behaviour and relationships that are responsible for meeting
fundamental requirements in a society. These institutions include the family,
education, religion, economy, and government. Structure is provided to society by these institutions, which also serve to direct the manner
in which individuals interact with one another.
Social Roles: In a society, people are given assigned or adopt specific roles (such as parent, teacher, doctor, or leader) based on their position or status. These roles can be either inherited or acquired. Expectations regarding behaviour and responsibilities are associated with these roles.
Social groups: A society is made up of different groups of people
who interact with one another based on the fact that they share certain
interests or characteristics. There are a variety of factors
that can be used to define these groups, including age, gender, ethnicity,
profession, and religion.
The term "social stratification" refers to the
hierarchical arrangement of individuals or groups within a society, which is
determined by factors such as wealth, social status, education, and power.
Society frequently consists of multiple layers or classes, each of which
influences the opportunities and experiences available to an individual.
Social Interaction: The interactions that take place
between individuals, which are governed
by social norms and expectations, are an essential component in the
formation of society. Small groups, such as families and friends, as well as
larger societal settings, such as communities and nations, are the places where
these interactions take place.
Laws and Regulations: Societies function according to a specific
set of rules and regulations that govern behaviour and the relationships between individuals. Structure
is provided by these
laws, which in turn ensures that society is both orderly and stable.
Risk Taking
Behavior
Risk-taking implies taking
decisions under conditions where the reward on a certain action is known, but
the occurrence of the even is uncertain. While doing so, an entrepreneur
becomes responsible for the result of the decision. This responsibility however
cannot be insured against failure.
Imagine that you are a qualified pharmacist and that you have got
a large sum of money from your parents. Which of the following options would
you chose?
a. Invest in a bank deposit with 8 per cent annual
interest;
b. Invest in a company with a possible
return of 15 percent;
c. Start a medical
shop in your locality (because
people there have to travel
a long distance to get
medicines) with a fairly good chance of marking an immediate return of around 10 per cent. (You are also aware that the business is sustainable
and can bring in more returns (20, 30 or 50%) in future if you put in your time
and effort);
d. Try your luck in
the share market.
Clearly, option `c' calls for an entrepreneurial quality. Remember that successful entrepreneurs usually choose the moderate or middle path. They are not `gamblers. At the same time, they are not afraid of taking a decision if there is a reasonable chance of success.
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