Motivation1
Personal Motivation-The Individual's ViewUnderstanding what motivates people is at the core of relating to people at all levels. According to Webster's dictionary, (Webster, 1976) to motivate is to provide with, or affect as, an inner drive, impulse, or incentive that causes one to act. A motivation can be a cause, purpose, or idea according the Thesaurus. (Webster 1997). Motivation causes behavior, incites action.Personal motivational drives may include pride, desire for greatness, competitive spirit, serving others, doing the right thing, overcoming all odds. (Katzenbach, 1995, p.91)When studying motivation, the classic motivational theories of McGregor, Herzberg, and Maslow must not be forgotten, as illustrated in Figures 1,2, and 3. McGregor characterized people into two groups, labeled X and Y.Herzberg identified a two-factor theory regarding the motivation of employees. The motivation factors, when present, tend to create satisfaction or motivation in the minds of employees. The hygiene factors, when absent or perceived as inadequate, can create dissatisfied employees; yet, when present, do not add to satisfaction or serve to motivate. Maslow suggested people are motivated by a set of internal needs.
These two personalities can be defined relative to Maslow's Hierarchy, and he labels these personalities Low-order Need Person and High-order Need Person. A skilled motivator is persuasive without robbing others' individuality or self-worth. Demonstrate enthusiasm for the achievements of others while still maintaining business-like relationships. The same, simple dynamic occurs no matter what personality or needs are involved. In contrast, the High-order Need Person, or HONP, operates at the higher end of Maslow's Hierarchy, has characteristics of McGregor's Theory Y, and Herzberg's Motivation Seeker. This leads to understanding and personal conviction. Successful motivators are also skilled listeners, communicators, and focused thinkers, all characteristics of an effective leader. 109-111, 119-128) Managers usually believe that Theory X people are hard to motivate, avoid responsibility, and have little ambition. They create excitement and momentum, provide opportunities for others to follow their example, are courageous, and take personal responsibility. But demand for change is a threat to the psychological status quo. Resistance to change serves as a personal defense mechanism to eliminate or reduce the stress brought about by the change.
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