1.7 Requirements of a sound motivation system

It is very difficult for an average manager to sort through all the different motivational theories and models and know when and how to maximize their application in widely differing situations. There should be a sound system of motivation to make the workers put forth their best efforts. A sound system of motivation should have the following essential features. A sound motivation system should satisfy the needs and objectives of both organization and employees.

Motivational system should change with the changes in the situation. Jobs should be designed in such a way as to provide challenge and variety. Managers should recruit the active co-operation of subordinates in improving the organization's output. Subordinates should be made to realize that they are stakeholders in the organization.

The motivational system should satisfy the different needs of employees. It should be directly related to the efforts of the employers. The motivational system should be simple so that it is easily understood by the workers.

1.8 Methods of motivating people

Several factors influence human behaviour. There are numerous drives and needs which can act as good motivators moving people to work and getting things done through them as per the plan. People respond to physiological needs, social needs and egoistic needs. Human needs and desires are the door ways through which the manager channelises his motivation efforts. There are three types of motivational programmes to improve a person's behaviour towards his job. These are:

Pay incentive plans, Job enrichment and Management by objectives.

References

1.Abraham H. Maslow, "Motivation and Personality" Harper and Row, New York (1954)

2.Abraham K. Korman, "Organizational Behaviour" Prentice-Hall, Englewood Cliffs, N.J (1977)

3.Bernard Berelson and Garry A. Steiner "Human Behaviour" Harcourt, Brace & World, New York (1964)

4.Clayton P. Alderfer, "Existence, Relatedness and Growth: Human Needs in Organisational Settings" Free Press, New York (1972)

5.Dalton E. McFarland, "Management Principles and Practices" Macmillan, New Yorks (1974)

6. Douglas McGregor, "The Human Side of Enterprise" McGraw-Hill, New York (1954

7. David C. McClelland, "The Achievement Motive" Appleton-Century-Crofts, New York

8. Elmer H. Burack and Robert D. Smith, "Personnel Management - A Human Resource Systems Approach" John Wiley, New York 91982)

9.Frederick Herzberg, "Work and the Nature of Man" World Publishing, Clever land (1966)

International Labour Organisation, "Payments by results" Oxford &IBH, New Delhi (1951)

10. John W. Newstrom and Keith Davis, "Organisational Behaviour: Human Behaviour at Work" Tata McGraw-Hill, New Delhi (1998)

11. Peter F. Drucker, "How to be an Employee", Psychology Today, (March 2968)

12.Rensis Likert, "New Patterns of Management" McGraw-Hill, New York (1961)

13 Robert Dubin, "Human Relations in Administration" Prentice-Hall of India, New Delhi (1974)

14 Robert L. Mathis and J.H Jackson, "Personnel - Contemporary Perspectives and

15. Applications" West Publishing New York (1982)

16. Robert N. Ford, "Motivation Through the Work Itself", American Management

Association, New York (1969)

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