Motivational Environment In The Workplace

A motivating environment at work is a critical aspect for a business for various reasons. It boosts morale, helps increase employee productivity and efficiency, friendly employer and employee relationships are built increasing good communication, and goals of the business are met. However, a motivational environment has to be created in the workplace. Certain theories and models have been developed to help explain the important factors in creating a motivating environment at work. Miner (1992) states ‘motivation theories are attempts to explain these processes that operate within the individual, wether they are induced internally or externally’. The general idea behind job design is that workers are motivated to perform better when they

The most basic physiological needs such as food, water, sleep, are at the bottom of the hierarchy. Safety and security needs are next with social love and belonging needs following. Fourth on the hierarchy are self-esteem needs, the need to feel adequacy and confidence and finally at the top of the hierarchy are the needs for self-actulisation, the need to realize one’s full potential. Miner (1992) says that organisations should recognize the need levels at which its members are operating at and should adjust its workplace accordingly. This affects job design as once each level of need is satisfied the employee is motivated to move onto the next level and therefore is more content and will co-operate in the workplace better. Once the employee feels internally satisfied it will automatically motivate them to work better, enhancing their productivity and efficiency and this will reflect in their

It motivates employees to take initiative in order to be credited for their success and outcomes. The need for power is what plays the predominant role in success (Miner 1992). This motivates people with a drive for leadership who like to take charge and enjoy competition as it is seen as the key to managerial success. Those with a high need for affiliation are motivated by harmonious relationships with their fellow workers and by acceptance. Usually these types of people work better in teams and with others as it satisfies their social needs.

The job characteristics model designed by Hackman and Oldman in 1980 emphasises employee motivation with a major focus on job design. According to this model there are five elements of job characteristics that impact three critical psychological states, which in turn influence work outcomes. These five characteristics are; skill variety, task identity, task significance, autonomy and job