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PHD DISSERTATION ON
EMPLOYEE MOTIVATION Today's world is the world of the organization, and human potential is gaining in importance and becomes one of the most important factors of any organization. The work organization works to meet the common needs of all its members. Psychology in working organizations requires certain legality and care of its employees, the most important of which is the positive performance of the organization. The goal of the organization is to understand people's interests, work responsibilities and burdens, but also to encourage their motivation, enthusiasm and commitment to business. Motivation as the fundamental driver of human potential and ability creates an obligation for every manager to understand human nature and chooses adequate material and immaterial techniques for its realization. Motivation is the worker's inner relationship that is directed at the concrete goal (Henderson, 2006). With various material forms of motivation in this modern age, a number of non-material compensations are playing an increasingly important role. Numerous theorists and psychologists throughout history have been involved in researching the concept of motivation, by defining and detecting factors that motivate people. Before describing the definition itself, it is necessary to emphasize and explain the notion of manipulation which is often mistakenly indirectly identified in the concept of motivation. Motivating in the narrow sense can be explained as encouraging people to attain the goals of the company and personal goals, and these goals are mutually intertwined and often the realization of one indirect but simultaneously means the realization of others. Everyone wants more motivation, but he is not entirely sure what it is, some say they want to be more motivated, managers and leaders say they want a more motivated team or group, and employers want to hire a motivated person, for example, the person they seek and want to employ should be self-motivated. During the history, the idea of management and employee understanding, the resources that should be maximized, changed to the potential that needs to be directed and guided. Today, often the notion of motivation and manipulation is identified or mistakenly interpreted. Manipulation over the management and management of human potentials through motivation differs in a situation where motivated employees and managers "team up" and act in the same direction towards achieving the common goal. According to a simple understanding, manipulation would be telling someone to do something because we want them to do it, while motivating to be someone's suggestion to do something because he wants it. In understanding the difference between these two terms, it is important to emphasize the two questions that arise: - what type of manager would you like to manage, - are you such a person? In addition to manipulation, the key employee-related concept and motivation is the success of employees in their work and performing their everyday tasks, as well as monitoring, evaluating and adequately rewarding their success. With the aim of raising the overall organizational capability and achievement of the company's goals, managers need to monitor and evaluate employee performance on an adequate and continuous basis. Monitoring and encouraging
HRM.PhDresearchon.com PHD DISSERTATION ON EMPLOYEE MOTIVATION individual employee performance is an important prerequisite for monitoring and improving the overall organizational performance of the business system. "It is a continuous process of evaluating and directing the behavior and the results of work in the working situation." It is assumed that the system, indicators and methods of monitoring the performance of each individual are integral parts of the management of success (performance management) as a new and more important management task. Employee performance monitoring reveals the degree of their performance in performance and degree of motivation, while performance appraisal has the purpose of adequately rewarding or correcting or detecting and removing factors that affect the employee's failure to perform a given job. The basic division of the rewarding strategy on material and non-material compensation for work is the basic part. Before defining the notion of motivation, it is important to emphasize what the importance of motivation really is. "This great interest in the motivation problem basically has three reasons: Improving productivity, efficiency and creativity of work - Improving the quality of work life in organizations - Strengthening the company's competitive abilities and performance. The question arises as to why motivation is important to the company's business, often about the skills and competencies of employees, but besides these two significant factors and motivation have their direct and indirect impacts and thus have a significant impact on the performance of work tasks, employee effects, productivity and efficiency. Motivation is defined in several ways. For example, in the Lexicon of Psychology, we find that motivation is behavior directed towards a goal that exacerbates man's needs, and the reason for behavior is satisfying the needs. Mathis and Jackson believe that it is a derivative of the word "motive", meaning the emotion or need of a man it is a willingness to participate in achieving the company's goals for Mondya and Noe who primarily think of the company. Numerous motivational theories have evolved throughout history, and they are based on different assumptions and emphasize different dimensions of the human Behavioral Theory of Motivation Theory of Abraham Maslow and his well-known theory of hierarchy of needs are based on which many theorists have "built" the contribution to the development of approaches to motivation, among which we can state: Alderfer's theory of motivation, Atkins theory, Miner's role motivation theory, Vroom's cognitive model, Porter-Lawler's model, BF Skinner this empowering theory, Richard Hackman's and Greg Oldham's theory of motivation etc. Among the initiators of the theory of motivation is Abraham Maslow, who in his book "Motivation and Personality" developed a theory based on needs theory. According to Maslow, individual behavior depends on the desire to meet one or more of the five general needs, namely: (a) physiological, (b) security, (c) social, (d) respect for oneself, (e) the needs are build according to the hierarchy concept from the lower (physiological) to the highest (realization of ability) that Maslow showed in the form of a staircase. Maslow's theory of hierarchy of necessity starts from the assumption that people satisfy their desires and needs in a certain order and that the same hierarchical define and set. In his later works, Maslow introduces a certain amount of flexibility, emphasizing that there is no ultimate and complete satisfaction of a particular need, but that each satisfaction is relative and leads to a new need, it remains in the strictly defined hierarchical structure of the functioning of needs. The strength and importance of each need is determined by its position in the hierarchy and the degree to which the needs of the lower order are first met. Under the influence of numerous critiques, Maslow later relativized the notion of meeting the needs of a lower category as a precondition for activating "higher needs". Maslow rightly points out that in understanding the motivation, individual and social differences in defining the goals they want to achieve, one should keep in mind the factor of objective possibilities as a kind of regulator. Numerous authors subsequently
HRM.PhDresearchon.com PHD DISSERTATION ON EMPLOYEE MOTIVATION modified Maslow's motivation theory. In addition to certain shortcomings, it also points to some important settings. For example, it emphasizes the importance and diversity of needs that people want to satisfy themselves, i.e. satisfying personal needs through the touchpoint of personal and organizational goals and their realization. It also warns people to motivate, in addition to meeting the existential needs and continuing development, organizations should take care of this. Herzberg's twofactor theory of motivation is based on two basic assumptions: The first assumption is that satisfaction and dissatisfaction are not the opposite ends of an equal continuum, but two separate continuities associated with different factors. Therefore, the opposite end to the continuity of satisfaction with work is not discontent, but the absence of satisfaction, while in the case of dissatisfaction the opposite end of the continuum is the absence of dissatisfaction. Another important model assumption are two different categories of motivational factors: extrinsic or hygienic and intrinsic, or motivators. It is important to emphasize that Herzberg by his two-factor theory by setting certain hypotheses implies a direct correlation of satisfaction and work success, that is, besides the satisfaction factor, it also lists factors of motivation for work and work behavior. It also takes a step further by emphasizing the need to transform work so as to enable the individual development of an individual within a business organization. Starting from the basic hypothesis that the job and the characteristics of the work are the basic sources of motivation for work, the motivation needs to act in such a way that it works on the job, that is, the work that the employees perform is as creative as possible, implies responsibility and encourages the development of the individual's ability and self-assertion. We can conclude that Herzberg actually develops the idea of enriching work and work tasks as the most important motivational factor. Employee motivation is one of the techniques in the management of human resources in order to achieve the goals of the company, and which techniques will be applied depends on the decision of the manager based on the relevant assessment of the motivation method in order to achieve the greatest effect, i.e. satisfied employee with the ultimate goal of achieving organizational goals (Steers & Porter, 1975). One of the main tasks is defining organizational goals and rewarding systems, and the condition for this is a good knowledge and understanding of the motivation of employees, and knowledge and competencies in the management of people. Also, it is necessary to have knowledge in psychology. The reward and motivation system cannot depend on the individual behavior and attitudes of managers, but is an integral part of business and development policy, defined rules and norms of the business system (Vroom, 1964).
References Henderson, R. I. (2006). Compensation Management in a Knowledge-Based World, New Jersey: Pearson/ Prentice Hall. Steers, R. M. & Porter, L. W. (1975). Motivation and Work Behavior, New York: McGraw – Hill. Vroom, V. H. (1964). Work and Motivation, New York: Wiley.