Wednesday, 15 June 2016


The first step in motivation is to understand the psychological and
environmental factors which drive the behaviour and action of employees
and inspire them to excel in their work.

There are two major factors involved in motivation.

First is the level of mental and emotional development of
the individual which determine his or her inner needs, aspirations,
values and attitudes to work, life and action.

Second is the economic, social and cultural condition or
environment which determine the aspirations, values and attitudes he or
she imbibes from the society.

These two factors not only vary with each individual, group or
nation but also change with the progressive evolution of the individual
and the group. Modern motivation theories of the West have identified
many human motives like the need for survival, security, self-esteem,
affiliation, power, growth, achievement, self-actualisation.

The second step is to apply this understanding to create a dynamic
work-environment which promotes desirable behaviour and discourages
undesirable behaviour. And what is desirable behaviour depends on the
goals, perceptions and values of the management of the organisation. In
practical terms this involves a system of incentives for desirable
behaviour and disincentives for undesirable behaviour. The incentives
may be material like money or non-material like promotion or career
growth, more power and responsibility, greater freedom, better working
conditions or opportunities for self or professional development.

These two aspects talk of the traditional ways in which motivation is
thought about all over. But now there is a change. The modern managerial
ideal has changed and it has become more inward looking.

The modern managerial ideal of motivation is self-motivation. The
self-motivated employee doesn't need any external awards for getting
motivated because he takes joy and finds fulfilment in the work itself.

What is the view of Mananeeya Eknathji on this?