MOTIVATION

http://www.thundersquee.com/wp-content/uploads/2009/03/motivation.jpg, September 2010)

Fist I am going to start with, what is motivation? Internal and external factors that stimulate desire and energy in people to be continually interested in and committed to a job, role, or subject, and to exert persistent effort in attaining a goal. Motivation is the energizer of behavior and mother of all action. It results from the interactions among conscious and unconscious factors such as the (1) intensity of desire or need, (2) incentive or reward value of the goal, and (3) expectations of the individual and of his or her significant others. ( http://www.businessdictionary.com/definition/motivation.html#ixzz0ymZHrFw1,September,2010). Motivation is really important in organizations because people can do better jobs, put more effort, and achieve better results. “Motivation is important because of its significance as a determinant of performance and its intangible nature” ((http://mahdi823.blogfa.com/, September 2010)

Maslow did the key motivation theory, in this one he explained in a pyramided how people fist is worry to cover physiological and biological needs like; food, sleep, air, drink, shelter, warmth, in the second floor are the safety needs; protection, security, order, law, limits, stability, in the third floor are the Belonging and love needs (Social), family, affection, relationships, work group, in the fourth place are the esteem needs; achievement, status, responsibility and reputation, and in the last place is the self-actualization, personal growth and fulfillment. He said that humans achieve each need in a progressive way.

(http://www.corestrategies.com/, August, 2010)
Also there is Douglas McGregor theory, X and Y, in this one he divide employees in two categories, one of Lower order needs that represents physiological and safety and the Higher order needs that are Social, esteem and self-actualization. According to the theory X the key motivator is the money, and for the theory Y is to align organizational goals to individual’s needs.
Clayton Alderferer made the ERG (Existence-Relatedness-Growth) theory this one was an evolution of Maslow`s theory, he proposed the “Regression hypothesis: when frustration is experienced at meeting needs, individuals return to the next lower level and intensify their desire to satisfy those needs” and to the Maslow`s theory he add physical security and social-esteem.

(http://mkhanpmp.blogspot.com/2009_10_04_archive.html, September, 2010)
Frederick Herzberg`s two factors theory, satisfaction or dissatisfaction. In those theories and also he explained the motivation factors: psychological growth and the hygiene factors: avoidance of pain.
Amitai Etzioni gave “three categories of exchange between individuals and organizations: Committed: high positive intensity (religious group).Calculated: low positive or low negative intensity. Alienated: high negative intensity (prison)”

Adam`s equity theory “acknowledges that subtle and variable factors affect each individual's assessment and perception of their relationship with their work, and thereby their employer. However, awareness and cognizance of the wider situation - and crucially comparison - feature more strongly in Equity Theory than in many other earlier motivational models.”

(http://mahdi823.blogfa.com/, September 2010)

The Hawthorne Studies

“The Hawthorne studies undercut a core pillar of Taylorism--the notion that workers were motivated purely by economic gain.
Researchers from Western Electric and Harvard University led the Hawthorne studies. (General Electric originally contributed funding, but they withdrew after the first trial was completed.) The studies were intended to examine the influence of environmental variables on a group of production workers. The group of workers was divided into two subgroups: a test group, which would undergo environmental changes, and a control group. The members of the control group would work under normal, constant environment conditions.
The researchers began by manipulating the lighting of the test group. When lighting for the test group was increased, their productivity increased--but the productivity of the control group increased, as well. This result was somewhat unexpected, since the lighting at the workstations of the control group had not been altered.
The researchers then decreased the lighting at the test group’s workstations. Surprisingly, both the test group and the control group continued to improve their productivity. There were no decreases in productivity until the light was reduced to the point where the workers could barely see. The researchers concluded that light did not have a significant impact on the motivation of production workers. This led General Electric, a light bulb manufacturer, to withdraw their funding.
The next experiment utilized a mainstay of scientific management: incentive-based, piecework system. The researchers expected, according to the conventional wisdom of the day, that this would inspire the employees to dramatically increase their pace. However, rather than working as fast as they could individually, the workers calibrated themselves as a group. Employees who worked more slowly than average were derided as “chiselers.” Employees who attempted to work faster than the group were called “rate busters.” In other words, any significant deviation from the collectively imposed norm was punished.
These results were, of course, a major blow to the position of scientific management, which held that employees were only motivated by individual economic interest. The Hawthorne studies drew attention to the social needs as an additional source of motivation. Taylor’s emphasis on economic incentives was not wholly discredited, but economic incentives were now viewed as one factor--not the sole factor--to which employees responded” (http://www.beechmontcrest.com/hawthorne_studies.htm, August 2010)
This case allow companies to see which factors really motivated employees to work, and show how money is not the only key motivator, off course it is important but there are another things like social needs, working conditions in some cases, how they are treated affects in the motivation and in the productivity of the organization. It is very important that employees feels as an important part of the organization and it is very important inside the organization give to the people what they deserve, why if somebody is doing well their job give them a recognition, bonus or give them the simple act of call them a say, congratulation your doing a great job and improving more, motivation is a vital part of the organization and managers are complete responsible of that.


"Flight 001: Motivating Employees"

According to “Flight 001: Motivating Employees” I think Douglas McGregor, theory X and Y is the most indicate because as this theory said employees needs “higher order needs” such as social, esteem, and self actualization, also as she said “most associates just want to make money while pursing others interests as students, photographers, musicians, etc.” (Flight 001: Motivating Employees) this can be as a part of their low order needs where psychological and safety conditions are more important. She said that she “ can tell with associates are passing through and who might stick around” (Flight 001: Motivating Employees) this is possible to see in McGregor´s theory because it is probable to see how likes the job that is doing and how don’t.
When people is interesting and really motivate and work is something good, they enjoy to go and do what they like, people is original, use to work in group, responsible and all this happened because people want achievement, status, responsibly, reputation, personal growth, fulfillment, and obviously affection. When a person doesn’t like their work they just to thinks to get the money, this is the key motivator for the low order needs. People how doesn’t like their job just want to “survive” they are not interesting in get recognition, status, have a great working conditions, they just want to their money.
Griffin motivation at work first in Flight 001 was kind of passing through but after the work of motivation did for the cofounder of the company she started to think in not only the low order needs but also in high order needs, this doesn’t happened with Amanda Shank that the store-owner told her “you´re just a number, you can be replace at any time” how would like to work there of somewhere where you know you will be replace in any time and you don’t have motivator to work, in those kind of companies you know you will not get you goals and obviously you will not to achieve results.