Modern motivation theory and Buddhist teaching for Motivation Essay

One of the most important functions of management is to fashion impartingness amongst the employees to achieve to the best of their abilities. Thereforethe role of a leader is to rush interest in work of employees in their patronages. The process of motivating consists of deuce-ace stages1. A felt contend or drive2. A remark in which nodes yield to be aroused3. When ineluctably be satisfied, the cheer or accomplishment of endeavors. Therefore, we shadow say that motive is a psychogenic phenomenon which means inescapably and destinys of the item-by-items take a crap to be tackled by framing an motivator plan. motivating Theoriesharmonize to subject of Management have rough grade of motive theories. These theories were introduced by most of scholars in the world. However when considers close explanation bear motivating theories categorize as Classical Motivation Theories advanced Motivation TheoriesUnder the classic motivation theories back introduce side by side(p) cardinal theories.Classical Motivation Theories1. The Hierarchy Of Needs openingAbraham Maslow is wellspring up renowned for proposing the Hierarchy of Needs possibility in 1943. This possible action is a classical depiction of human motivation. This theory is based on the impudence that there is a hierarchy of five ask within undividedly(prenominal) soulfulness. The urgency of these inescapably varies.1. Physiological ask- These atomic number 18 the staple fiber needs of air, water, food, clothes and shelter. In other words, physiological needs ar the needs for basic amenities of life. 2. Safety needs- Safety needs include physical, environmental and delirious safety and protection. For instance- Job security, financial security, protection from animals, family security, health security, etc.3. affectionate needs- Social needs include the need for love, affection, c ar, belongings, and friendship.4. Esteem needs- Esteem needs atomic number 18 of two types internal esteem needs (self- respect, confidence, competence, accomplishment and freedom) and extraneous esteem needs (recognition, power, positioning, attention and admiration).5. Self-actualization need- This includes the urge to become what you are opened of becoming / what you have the potential to become. It includes the need for gain and selfcontentment. It also includes a inclination for gaining to a greater extent(prenominal) than knowledge, social- service, creativity and being aesthetic. The self- actualization needs are never fully suitable. As an one-on-one grows psychologic wholey, opportunities keep cropping up to pass over growing. According to Maslow, singles are motivated by unsatisfied needs. As each of these needs is squeezeifi fueltly satisfied, it drives and forces the next need to emerge..2. Herzbergs Two-Factor surmise of MotivationIn 1959, Frederick Herzberg, a behavioral scientist proposed a two-factor theory or the motivator-hygiene theory. According to Herzberg, there are some job factors that result in b slight(prenominal)edness while there are other job factors that pr steadyt dis joy.Herzberg, the enemy of Satisfaction is No satisfaction and the opposite of Dissatisfaction is No Dissatisfaction.Herzbergss count on of satisfaction and dissatisfactionHerzberg classified these job factors into two categories Hygiene factors- Hygiene factors are those job factors which are essential for existence of motivation at the spend a pennyplace. These do non lead to optimistic satisfaction for the long-term. But if these factors are absent / if these factors arenon-existent at the workplace, thusly they lead to dissatisfaction. Hygiene factors include1. Pay The even up or salary structure should be get and reasonable. It must be equal and competitive with those in the similar industry in the resembling domain. 2. Company Policies and administrative policies The company policies should non be too rigid. T hey should be fair and spend. It should include flexible working hours, get dress uped code, breaks, vacation, etc.3. thrill benefits The employees should be offered health care plans (mediclaim), benefits for the family members, employee help programs, etc.4. Physical on the job(p) conditions The working conditions should be safe, clean and hygienic. The work equipments should be updated and well-maintained.5. Status The employees status within the organic honor should be familiar and retained. 6. Inter person-to-person relations The bod of the employees with his catchs, superiors and subordinates should be appropriate and bankable. There should be no conflict or humiliation element familiarize.7. Job Security The organization must allow job security to the employees. Motivational factors- According to Herzberg, the hygiene factors can non be regarded as motivators. The motivational factors yield positive satisfaction. These factors are inherent to work. These fac tors motivate the employees for a superior deed. These factors are called satisfiers. These are factors involved in perform the job. Employees breakthrough these factorsintrinsically rewarding. The motivators symbolized the psychological needs that were perceived as an additional benefit. prompt factors include Recognition The employees should be praised and recognized for their accomplishments by the charabancs. Sense of exercise The employees must have a sense of work. This depends on the job. There must be a fruit of some sort in the job. harvest-feast and promotional opportunities There must be growth and advancement opportunities in an organization to motivate the employees to perform well. Responsibility The employees must hold themselves obligated for the work. The managers should give them ownership of the work. They should minimize manoeuver hardly retain account mogul. The meaningfulness of the work The work itself should be meaningful, interesting and chal lenging for the employee to perform and to get motivated.3. surmise X and Theory YIn 1960, Douglas McGregor formulated Theory X and Theory Y suggests two aspects of human behavior at work, or in other words, two different views of single(a)s (employees) one of which is shun, called as Theory X and the other is positive, so called as Theory Y. According to McGregor, the cognizance of managers of the nature of individual(a)s is based on various assumptions.Assumptions of Theory X An average employee intrinsically does non like work and tries to escape it whenever possible. Since the employee does not want to work, he must be persuaded, compelled, or warned with a punishment so as to achieve organizational goals. A close supervision is canvas on the part of managers. The managers adopt a more(prenominal) dictatorial style. numerous employees rank job security on top, and they have little or no aspiration/ ambition. Employees generally dislike responsibilities. Employees resis t change. An average employee needs formal direction.Assumptions of Theory Y Employees can perceive their job as relaxing and normal. They exercise their physical and mental efforts in an inherent dash in their jobs. Employees may not require only threat, external checker and coercion to work, but they can use self-direction and self-control if they are dedicated and sincere to achieve the organizational objectives. If the job is rewarding and satisfying, therefore it lead result in employees loyalty and commitment to the organization. An average employee can learn to admit and recognize the responsibility. In fact, he can even learn to obtain responsibility. The employees have skills and capabilities. Their logical capabilities should be fully utilised. In other words, the creativity, resourcefulness and innovative potentiality of the employees can be utilized to solve organizational problems. then, we can say that Theory X presents a pessimistic view of employees nature and b ehavior at work, while Theory Y presents an optimistic view of the employees nature and behavior at work. advanced(a) Motivation TheoriesUnder the modern motivation theories can illustrate side by side(p) six theories. 1. ERG TheoryTo bring Maslows need hierarchy theory of motivation in synchronization with empirical research, Clayton Alderfer redefined it in his own terms. His rework is called as the ERG theory of motivation. He recategorized Maslows hierarchy of needs into three simpler and broader classes of nodes Existence needs- These include the need for basic material necessities. In short, it includes an individuals physiological and physical safety needs. Relatedness needs- These include the aspiration individuals have for maintaining significant interpersonal relationships (be it with family, catchs or superiors), acquire globe fame and recognition. Maslows social needs and external component of esteem needs fall under(a) this class of need. Growth needs- These include need for self-development and personal growth and advancement. Maslows self-actualization needs and intrinsic component of esteem needs fall under this category of need.Managers must understand that an employee has various needs that must be satisfied at the same condemnation. According to the ERG theory, if the manager concentrates solely on one need at a time, this will not military unitively motivate the employee. Also, the frustration- regression aspect of ERG Theory has an added effect on workplace motivation. For instance- if an employee is not provided with growth and advancement opportunities in an organization, he might revert to the relatedness need such as socializing needs and to meet those socializing needs, if the environment or circumstances do not permit, he might revert to the need for money to fulfill those socializing needs. The sooner the manager realizes and discovers this, the most immediate steps they will take to fulfill those needs which are frustrated u ntil such time that the employee can again pursue growth.2. McClellands Theory of NeedsDavid McClelland and his associates proposed McClellands theory of Needs / Achievement Motivation Theory. This theory states that human behavior is bear on by three needs Need for Power, Achievement and Affiliation. Need for achievement is the urge to excel, to accomplish in relation to a set of standards, to vie to achieve success. Need for power is the desire to influence other individuals behavior as per your wish. In other words, it is the desire to have control over others and to be influential. Need for standstill is a need for open and sociable interpersonal relationships. In other words, it is a desire for a relationship based on co-operation and mutual understanding.The individuals with high achievement needs are highly motivated by competing and challenging work. They have a bun in the oven for promotional opportunities in the job. They have a strong urge for feedback on their achie vement. Such individuals try to get satisfaction in performing things give. high gear achievement is directly related to high slaying. Individuals who are better and supra average performers are highly motivated. They assume responsibility for solving the problems at work. McClelland called such individuals as gamblers as they set challenging targets for themselves and they take the argue risk to achieve those set targets. Such individuals look for innovative steerings of performing the job. They perceive achievement of goals as a reward, and value it more than a financial reward.The individuals who are motivated by power have a strong urge to be influential and autocratic. They want that their views and ideas should run and thus, they want to lead. Such individuals are motivated by the need for repute and self-esteem. Individuals with greater power and authority will perform better than those possessing less power. Generally, managers with high need for power tear out to b e more efficient and successful managers. They are more determined and loyal to the organization they work for. Need for power should not always be taken negatively.It can be viewed as the need to have a positive effect on the organization and to support the organization in achieving its goals. The individuals who are motivated by affiliation have an urge for a couthy and supportive environment. Such individuals are effective performers in a team. These peck want to be liked by others. The managers ability to bump off purposes is hampered if they have a high affiliation need as they prefer to be accepted and liked by others, and this weakens their objectivity. Individuals having high affiliation needs prefer working in an environment providing greater personal interaction. Such people have a need to be on the dandy books of all. They generally cannot be good leaders.3. design Setting TheoryIn 1960s, Edwin Locke put forward the Goal- ambit theory of motivation. This theory sta tes that goal setting is essentially linked to taskperformance. It states that specific and challenging goals along with appropriate feedback contribute to higher and better task performance. In simple words, goals specify and give direction to an employee active what needs to be arrogatee and how a lot efforts are required to be put in. The important features of goal-setting theory are as imitates The willingness to work towards science of goals is the main source of job motivation. Clear, detail and difficult goals are greater motivating factors than easy, general and vague goals. peculiar(prenominal) and clear goals lead to greater takings and better performance. Unambiguous, measurable and clear goals accompanied by a deadline for completion avoids misunderstanding. Goals should be realistic and challenging. This gives an individual a feeling of pride and triumph when he attains them, and sets him up for attainment of the next goal. The more challenging the goal, the gr eater is the reward generally and the more is the passion for achieving it. Better and appropriate feedback of results directs the employee behavior and contributes to higher performance than the absence seizure of feedback. Feedback is a means of gaining reputation, making clarifications and regulating goal difficulties. It helps employees to work with more involvement and leads to greater job satisfaction. The employees participation in goal is not always desirable. Participation of setting goal, however, makes the goal more acceptable and leads to more involvement. Goal setting theory has certain eventualities such as Self-efficiency- Self-efficiency is the individuals self-confidence and faith that he has potential of performing the task. The higher the level of self-efficiency, greater will be the efforts put in by the individual when they face challenging tasks. While, set out the level of self-efficiency, less will be the efforts put in by the individual or he might even qui t while meeting challenges.Goal commitment- Goal setting theory assumes that the individual is committed to the goal and will not leave the goal. The goal commitment is dependent on the following factors1. Goals are made openly, known and broadcasted.2. Goals should be set-self by individual instead than designated. 3. Individuals set goals should be consistent with the organizational goals and vision.4. funding Theory wages theory of motivation was proposed by BF Skinner and hisassociates. It states that an individuals behavior is a function of its consequences. It is based on law of effect, i.e, individuals behavior with positive consequences tends to be repeated, but individuals behavior with negative consequences tends not to be repeated. Reinforcement theory of motivation overlooks the internal state of individuality, i.e., the inner feelings and drives of individuals are unheeded by Skinner. This theory focuses totally on what happens to an individual when he takes some act ion. therefore, according to Skinner, the external environment of the organization must be knowing effectively and positively so as to motivate the employee. This theory is a strong tool for analyzing controlling mechanism for individuals behavior. However, it does not focus on the causes of individuals behavior. The managers use the following methods for controlling the behavior of the employees Positive Reinforcement- This implies loose a positive response when an individual shows the positive and required behavior. For example Immediately praising an employee for coming other(a) for the job. This will increase the probability of outstanding behavior occurring again. The reward is a positive reinforce, but not necessarily. If and only if the employees behavior improves, the reward can said to be a positive reinforcer. Positive reinforcement stimulates item of a behavior. It must be noted that more spontaneous is the giving of reward, the greater reinforcement value it has. Ne gative Reinforcement- This implies rewarding an employee by removing negative / inapplicable consequences. Both positive and negative reinforcement can be used for increasing desirable / required behavior. Punishment- It implies removing positive consequences so as to lower the probability of repeating the undesirable behavior in future. In other words,punishment means applying undesirable consequence for showing undesirable behaviors. For instance Suspending an employee for breaking the organizational rules. Punishment can be equalized by positive reinforcement from an alternative source. Extinction- It implies absence of reinforcements. In other words, defunctness implies lowering the probability of undesired behavior by removing the reward for that large-hearted of behavior. For instance if an employee no longer makes praise and admiration for his good work, he may feel that his behavior is generating no fruitful consequence. Extinction may unintentionally lower desirable b ehavior.5. Equity Theory of MotivationThe result of the equity theory is the principle of balance or equity. As per this motivation theory, an individuals motivation level is correlated with his detection of equity, blondness and justice practiced by the management. Higher is an individuals perception of fairness, greater is the motivation level and vice versa. While evaluating fairness, employee compares the job stimulus (in terms of contribution) to outcome (in terms of compensation) and also compares the same with that of other peer of equal cadre/category. D/I ratio (output-input ratio) is used to make such a comparison.An employee might compare himself with his peer within the present job in the current organization or with his friend/peer working in some other organization or with the retiring(a) jobs held by him with others. An employees choice of the referent will be influenced by the appeal of the referent and the employees knowledge about the referent. Moderating Vari ables The gender, salary, t come downing and the experience level are moderating variables. Individuals with greater and higher education are more informed. Thus, they are likely to compare themselves with the outsiders. Males and females prefer same sexcomparison. It has been observed that females are paid typically less than males in comparable jobs and have less salary expectations than males for the same work. Thus, a womanhood employee that uses another women employee as a referent tends to lead to a lower comparative standard. Employees with greater experience know their organization very well and compare themselves with their own colleagues, while employees with less experience rely on their personal experiences and knowledge for making comparisons.Choices The employees who perceive inequity and are under negative tension can make the following choices careen in input (e.g. Dont overexert) Change their outcome (Produce quantity output and increasing earning by sacrificing quality when piece rate incentive corpse exist) Choose a different referent Quit the job Change self perception (For instance I know that Ive performed better and harder than everyone else.) Change perception of others (For instance Jacks job is not as desirable as I earlier thought it was.)6. hope Theory of MotivationThe expectancy theory was proposed by Victor roar of Yale School of Management in 1964. Vroom stresses and focuses on outcomes, and not on needs unlike Maslow and Herzberg. The theory states that the brashness of a tendency to perform in a particular manner is dependent on the intensity of an expectation that the performance will be followed by a decisive outcome and on the appeal of the outcome to the individual.The Expectancy theory states that employee motivation is an outcome of how much an individual wants a reward (Valence), the assessment that the likelihood that the effort will lead to expected performance (Expectancy) and the belief that the performanc e will lead to reward (Instrumentality). In short, Valence is the significance associated with an individual about the expected outcome. It is an expected and not the actual satisfaction that an employee expects to receive after achieving the goals. Expectancy is the faith that best efforts will result in betterperformance. Expectancy is influenced by factors such as possession of appropriate skills for performing the job, availability of right resources, availability of crucial information and getting the required support forcompleting the job.Instrumentality is the faith that if you perform well, then a valid outcome will be there. Instrumentality is unnatural by factors such as believe in the people who fix who receives what outcome, the simplicity of the process deciding who gets what outcome, and clarity of the relationship between performance and outcomes. Thus, the expectancy theory concentrates on the following three relationships Effort-performance relationship What is t he likelihood that the individuals effort to be recognized in his performance appraisal? Performance-reward relationship It talks about the extent to which the employee believes that getting a good performance appraisal leads to organizational rewards. Rewards-personal goals relationship It is all about the attractiveness or appeal of the potential reward to the individual.Vroom was of view that employees consciously decide whether to perform or not on the job. This decision solely depended on the employees motivation level which in contort depends on three factors of expectancy, valence and instrumentality.Buddhist commandment For Motivation hi passik = come and seeWhen consider about Buddhist teachings can strike good management systems focusing on various subject. According to the Buddhist teaching formotivation can not be categorized or can not be compared with modern or classic motivation theories. However as a teacher Buddha mentioned about his damma as hi passik. That mea n come and see. According to that Buddha mentioned mainly self motivation. In most of the occasions the Buddha explains about self motivation is only way to get rid of that Samsara. As a result of that the teaching of Buddha loosely depends on self motivation. When examining about Tipitaka, gives lots of Damma preached about motivation.In the Kalama Sutta mentioned about self motivation as follows Kalamas, as you yourselves say, do not follow the leader, do not go by the examination of reasons, do not stick to wrong views, dont go by this has to be so, dont go by the words of your teacher, the recluse. Kalamas, you, yourselves should know these thoughts are shift, these thoughts are faulty, these thoughts are blamed by the all-knowing, these thoughts undertaken and accomplished are not for welfare, they conduce to unpleasantness Kalamas, then you should dispel them. If it was said, it was said on account of this. shape up Kalamas, do not go on filling your mind persistently with what you hear, do not go by tradition, do not guess, do not go on the grounds of authority, do not turn to logical thinking, do not follow the leader, do not go by the examination of reasons, do not stick to wrong views, dont go by this has to be so, dont go by the words of your teacher, the recluse. Kalamas, you, yourselves should know these thoughts are worthy, these thoughts are not faulty, these thoughts are not blamed by the wise, these thoughts undertaken and accomplished are for welfare, they conduce to occupy Kalamas, then you should grow them. (Anguttara Nikaya. Thika niapata. 3.2.2.5)In Mahgoplaka sutta mentioned these eleven factors, it is possible that the bhikkhu could come to growth and increase in this Teaching and Dispensation Bhikkhus,1. How does the bhikkhu know matter. The bhikkhu knows as it really is, that all matter, is a matter of the four great elements and the matter that is held as mine. Thus, the bhikkhu knows matter.1. How is the bhikkhu chary in marks ? The bhikkhu knows as it really is, the fool by his actions, and the wise one of his actions. Thus the bhikkhu is clever in marks. 3. How does the bhikkhu dispel nits. hither the bhikkhu does not endure sensual thoughts chases them out, and makes them not hike again. Does not endure smoldering thoughts, chases them out, and makes them not rise again. Does not endure hurting thoughts, chases them out, and makes them not rise again. Does not endure arisen demerit chases it out, and makes it not rise again. Thus the bhikkhu dispels nits.4. How does the bhikkhu dress the wounds? Seeing a form with the eye does not take the sign and details. To one abiding uncontrolled in the force of the eye, evil demerit of covetousness and ire may trickle down, to its control he feels, protects the faculty of the eye. Hearing a sound with the ear-Cognizing a smell with the nose-Coignizing a perceptivity with the tongue, -Cognizing a touch with the body, Cognizing an idea with the mind, does not take the sign or the details. To one abiding uncontrolled in the faculty of the mind, evil demerit, of covetousness. and dis frolic may trickle down. To its control he feels, protects the faculty of the mind. Thus the bhikkhu dress wounds.5. Bhikkhus, how does the bhikkhu make smoke? Here the bhikkhu, explains the Teaching to others as he has knowing and experienced, Thus the bhikkhu makes smoke. 6. Bhikkhus, how does the bhikkhu know the ford The bhikkhu approaches learned bearers of the Teaching and set, who know the headings, from time to time, to question and cross question, to know the meanings. So that those venerable ones would explain the enigmatical meanings and would dispel doubts. Thus the bhikkhu knows the ford. 7. Bhikkhus, how does the bhikkhu experience joy? In the Teaching and Discipline declared by the Thus Gone One the bhikkhu experiences meanings, in the Teaching and the resulting joy from it. Thus the bhikkhu experiences joy.8. How does the bhikkhu know the p aths. Here the bhikkhu knows the noble eightfold path as it really is. Thus the bhikkhu knows the path.9. How is the bhikkhu clever in finding pastures? Here the bhikkhu knows, as it really is, the four establishments of mindfulness. Thus the bhikkhu is clever in finding pastures. 10. How does the bhikkhu make no mistake of notleaving a monitoring device? Here the bhikkhu accepts robes, morsel food, dwellings and requisites when ill, offered by householders out of faith, knowing the amount to accept. Thus the bhikkhu makes no mistake of not leaving a remainder.11. How does the bhikkhu not knuckle under attention to the forefathers of the Community. Here the bhikkhu attends with bodily actions of loving kindness, verbal actions of loving kindness, and mental actions of loving kindness, towards the leaders of the Community. Those with a long standing and needing special attention. Thus the bhikkhu attends to the forefathers of the Community.It is possible that the bhikkhu endowed w ith these eleven characteristics should come to growth and development in this Teaching and Discipline.(Majjima Nikaya, Mahgoplaka sutta Vol.i,4,3)As well as most famous venerable chulla panthakas story also mentioned that the Buddha only teaches the way to get rid of Samsara. Because in that story mentioned chulla panthaka there also learn in self motivation. not only that story Kisa gothami, Patachara , Khema, stories also mentioned Buddha saw the only way of getting rid of that Samsara for those people.According to above mentioned statement illustrate self motivation is most important thing to understand the Buddhist teaching. In Dhammapada which is virtually famous as Handbook of the Buddhist also mentioned some kind of motivation facts in their verses. The glory of him who is energetic, mindful, pure in deed, considerate, self-controlled, right-living, and heedful steadily increases. (Dhammapada 24) By sustaining effort, earnestness, discipline, and self-control let the wise man make for himself an island, which no flood overwhelms. (Dhammapada 25) Indulge not in heedlessness have no intimacy with sensuous delights. Verily, the earnest, meditative person obtains abundant bliss. (Dhammapada 27) Heedful amongst the heedless, abundant awake amongst the slumbering, the wise man advances as do a brisk horse, leaving a weak guard behind. (Dhammapada 29) Even as rain does not pass around a well-thatched house, so does lust not penetrate a well-developed mind. (Dhammapada 14)Though little he recites the Sacred Texts, but acts in accordance with the teaching, forsaking lust, hatred and ignorance, truly knowing, with mind well freed, clinging to naught here and hereafter, he shares the fruits of the Holy Life. (Dhammapada 20)Make haste in doing good check your mind from evil for the mind of him who is slow in doing worthy actions delights in evil. (Dhammapada 116) Should a person commit evil, he should not do it again and again he should not find pleasure in that painful is the accumulation of evil. (Dhammapada 117) Should a person perform a meritorious action, he should do it again and again he should find pleasure therein blissful is the accumulation of merit. (Dhammapada 118) The flickering, fickle mind, difficult to guard, difficult to control the wise person straightens it as a fletcher straightens an arrow. (Dhammapada 33)As a finding Buddhist teaching for motivation basically mean self motivation. It is stabilising to the people to fulfil their aims and goals certain. atthi attano nto- kohi nto parosiy hoping someones help is useless. Because of that we can get only help from ourself. If someone can think like that he absolutely attains his goals without any barriers.