Use Of Modern Theories To Motivate Staff

The principled perception of motivation can be reduced to three key concepts.

1. "Dopsychological" notions of motivation. It is based on the fact that every human being has the right to use every opportunity to improve his or her situation, so a person will seek to work more and better in order to raise or avoid a reduction in wages. The limitedness of these submissions is already described under the heading " Staff motivations in the organization " .

2. Procedural theories of motivation It is assumed that the conduct of a person is determined by the situation (liquid and actual) and by the individual characteristics of the perception of the situation. Procedural issues include Viktor Wrum's vision, Stacey Adams' justice theory, Porter-Lowler's model, etc.

3. Containing theories of motivation Based on the assumption that human behaviour is not only determined by material and economic factors. According to these submissions, every person has his own individual set of needs, which depends on his or her behaviour. Abraham Maslow ' s needs hierarchy, Frederick Hertzberg's bi-factor model, David McCelland's theory, and so on, is particularly relevant to informative theories. These theories will be discussed below.

There are a few theories explaining people's behavior. To date, three main theoretical areas have been established.

1. The Instinct Theory (Makdaugall) was designed to suggest that similar behaviour can be detected in instincts, which, in their essence, lead to action. Instinct theory continued to develop C. Lorenz. He believed that each instinct had its own energy and did not depend directly on reactions to the outside environment. This theory does not lead us to an understanding of the motivational process.

2. Theoretical and personal direction (V. Wundt, N. Ah, Z. Freud) has been developed on the basis of perceptions of how information can be converted into human consciousness and transformed into volatilities (V. Wundt), which are not well understood (N. A.) but who govern human behaviour (Z. Freud). In this theory, motivation is understood as a tramplin to understand personal behaviour. For 3. Freud's explanation of the reasons for the conduct was to restore the imbalance in the structure of I.

3. Theoretical-associative direction (U. James, E. L. Torndike, I. P. Pavlov) has been developed through three different approaches, namely:

:: Behavioural acts are based on human desire, but within certain limits, as the nervous system cannot control human instincts. Therefore, the driving force of conduct is a habit that emerges from established associate perceptions (U. James);

:: Behavioural acts can be studied experimentally by classifying reactions to the external environment in survival when the behaviour that is better adapted to the situation prevails. The desired behaviour of a person can be artificially reinforced by certain incentives that give rise to this behaviour (E.L. Thorndayk);

• The behaviour is attributable to the general condition of the organism, so the higher nervousness of reflexive activity (I. P. Pavlov).

In Western tradition, the basic socio-psychological theories of explaining human behaviour are as follows.

James characterizes the basic structure of the human "I" in terms of self-esteem, which is formed in a range of achievements and demands and depends on the choices that people want to be and who they want to be.

• C. Kuli and J. Mid has shown that a man is acting like he's being judged by people that matter to him.

• G. Alport noted that a person perceives the situation in terms of his individual values, which regulates his behaviour in relationships with others. The true reality of the individual is its perception of situations of communication with others.

• K. Rogers wrote that a man lived primarily in his subjective world and therefore built his relationship with other people so that he could achieve the coherence of his internal "I" with the outside environment. That's what regulates his behavior.

The regulation of personal behaviour is based on the human perception of his own "I":

• What I see at this moment;

♪ what I want to be ♪

• What I would like to be;

• Which I should be;

• How I can be in different situations;

∙ What masquis I have in my behavioral repertoire to hide my own motives.

This internal dynamic is the result of a large reflection of the information that is structured inside a man into a certain "I"-concept (C. Rogers). It is its study that presupposes a diverse world of motivational resources of a person. "I"-concept builds a man, his behavior in the workplace in different situations. Besides, it helps to understand why a person thinks one, says another, does not do what he says, and sometimes even not what he thinks.

Classification of requirements for A. Maslow

A. Maslow, an American scholar, has made one of the most known and significant attempts to group the needs that affect human needs. His book " Modification and Identity " was the starting point for many further studies that underpin modern motivational concepts.

According to this classification, all multiple needs of people can be divided into five groups.

1. Physical or organic. It is now accepted that all of the above are described as basic needs: in the drowning of hunger and thirst, in sexual satisfaction, in the protection against the effects of the environment (hunger or heat) and so on.

2. The need for security (both physical properties, i.e. avoiding risks to life or health, and psychological, i.e. the desire not to be insulted, attacked, to feel secure, stable, confident in tomorrow).

3. Social, i.e., to feel spiritual intimacy, unity; to be part of a unit of society; to receive and support such things; to be like all.

4. Recognition and respect requirements. This group includes both self-respect and the need to obtain external approval and recognition; the desire to achieve visible and recognized success; the desire to be distinguished, to be special in the eyes of others; and the high status, to emphasize their superiority over others.

5. The need for self-actualization (semalization and success). Individual development is common; individual objectives are realized; research, creativity, creative ambitions are translated into human satisfaction from the process itself and the outcome.

Visually, these five needs are now accepted as pyramids (Figure 5.3).

Rhys. 5.3. Pyramid of Needs A. Maslow

The pyramid presentation means that the higher-level needs become relevant when the lower requirements are met. Thus, as needs are met, the following arise. In other words, when a person moves hunger or fear, he tries first to sow and protect himself. However, when the stomach is full and a person feels safe, he has different needs - for example, the need for communication, achievements, creativity and so on - and they are the ones who manage human actions.

The pyramid sequence is most typical, although it may vary from one person to another. It is important, however, that each of the needs should not be fully met; for the next requirement to be sufficiently partially met.

The additional classification of requirements contains two additional paragraphs.

6. Cognitive (intelligent) needs as a desire to learn new, learn previously unknown things, get untested impressions and feelings, etc.

7. Esthetic needs as a desire to enjoy beauty, harmony, order, etc.

Normally, they are available either before the need for self-actuation, which in any option remains the highest requirement (Figure 5.4); or even outside the pyramid (Figure 5.5).

With regard to the use of its classification of needs, it can be argued that, with two unmet needs, people are more likely to first meet the lower and only later the needs in the pyramid are higher.

As already noted, the same need for different people can be different. For example, self-actualization for one is a simple operation like a paper jet, but a Dr.

Rhys. 5.4. Additional needs pyramid for A. Maslow, option 1

Rhys. 5.5. Additional needs pyramid but A. Maslow, option 2

Gogo is the Moon, the invention of an eternal engine or the conquest of peace. One person ' s need for respect may be satisfied with the oral approval of the neighbour, while another requires the delivery of the medal in the manning room. A number of factors, including education, education, experience, determine how the need for a particular person will be demonstrated.

It should be noted that the binary key cannot be to speak of the satisfaction or dissatisfaction of a need: each of the needs can be met more or less. For example:

• Owing to the change in the company ' s strategic course and major organizational changes, the staff member is concerned about his/her place of work, and his/her security needs are currently not more than 50 per cent satisfied;

• The supporting factors are a strong family, a friendly community, and so on, which allows social needs to be met close to 100 per cent;

• At the same time, a person considers himself undervalued in his work, believing that he was not well-deserved, so his need for recognition is met by 30 per cent; etc.

The same behaviour can be dictated by different needs. For example, attempts to enter a group of people may be explained by:

• Social needs - become like them;

• Needs for respect: if this is a socially attractive group, the representative of a less prestigious group will be able to prove his or her relevance;

• Security needs: if, for example, this group is inviolable in the context of organizational changes; and so on.

The supervisor can meet the needs of his staff, using minimum material resources and contributing to their production objectives.

Need for self-adjustment:

:: Provision of training and vocational development;

Reducing the number of routines;

:: Creating creative and non-standard tasks.

Need for recognition:

• Internal and external PR performance of the staff member;

• Public praises;

:: Determining ambitious tasks that will contribute to the maintenance of the status of a special employee;

:: attractive prizes for the best;

• Allowing for responsibility.

Social requirements:

:: The opportunity to engage with other staff in the work process;

• Building a climate of cohesion and unity in the group;

• Management support for common achievements;

• Establishing rules and regulations that emphasize membership.

Need for psychological safety:

• Clear, understandable, transparent requirements;

:: Timely information on all changes and decisions;

• Future stability guarantees;

• Frequent feedback from work;

• The possibility of communicating with management to clarify unambiguous points.

Physical requirements:

• The obvious link between efforts, results and payments;

:: Clear and unambiguous objectives;

• Achievability and realisticity of requirements;

● A little better working conditions, work schedules, extra comfort.

How to understand staff needs

There are several main ways to understand the staff member ' s motivation: testing, interviews, structured interviews, conduct monitoring, peer reviews.

An example of a test to obtain information on the staff member ' s current needs may be the following 15 allegations. The filling test shall compare these allegations

To attain status, acceptance and respect

Have a warm relationship with people

To ensure a stable future

To earn a decent life

Have good interviews.

Enhance their status in society

To develop its strengths and capacities

Make yourself comfortable.

Improve skills and competencies

Avoid problems and problems

We're looking for a new and unexplored

To maintain influence