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Labor Motivation. Fundamental Element in Organizational Success

 

Authors: Humberto Coromoto Peña Rivas

Universidad Estatal Península de Santa Elena, UPSE

hpenari@upse.edu.ec; hcpr100271@gmail.com

La Libertad, Ecuador

 

Sabina Gisella Villón Perero

Universidad Estatal Península de Santa Elena, UPSE

svillonp@upse.edu.ec; sabinagisella@hotmail.es

La Libertad, Ecuador

 

Abstract

          The present study aims to analyze the influence of motivation on human talent and determine the factors that have the greatest impact on work performance. The research was developed on the basis of a hermeneutic methodology, which began in the bibliographical-documentary revision allowing to obtain the theoretical references, basic and relevant criteria about the labor motivation, in such a way that the obtaining, identification and description of the data facilitated the achievement of the objective set, resulting in a motivated employee to provide the company with a better performance, develop a sense of belonging, fidelity to what it does, reflecting as a consequence benefits for both the company and employees concluding that the behavior of an employee in the organization, depends on the motivational factors that are applied in order to satisfy their basic needs such as good labor relations, job satisfaction, positive working environment and the results of job satisfaction; nowadays, motivating rightly has become an activity that will get employees to create a sense of belonging and the activity that each of them perform, yield positive results in order to contribute successfully in what the organization does. As a fundamental element in the assertive development of the organization, motivation is closely related to job satisfaction, labor relations and the work environment, without neglecting the role of the manager who plays a special role, at the time of carrying the responsibility and apply the most appropriate strategies of motivation within a business organization.

 

          Keywords: motivation; human resources; organization.

 

 

 

Motivación Laboral. Elemento Fundamental en el Éxito Organizacional

 

Resumen

El presente estudio tiene como objetivo analizar la influencia de la motivación en el talento humano y determinar los factores que tienen mayor impacto en el desempeño laboral. La investigación se desarrolló en base a una metodología hermenéutica, que inició en la revisión bibliográfica-documental permitiendo obtener las referencias teóricas, criterios básicos y relevantes acerca de la motivación laboral, de tal manera que la obtención, identificación y descripción de los datos facilitó  el logro del objetivo planteado, obteniendo como resultado que un empleado motivado brindará a la empresa un mejor desempeño, desarrollará sentido de pertenencia, fidelidad a lo que hace, reflejando como consecuencia beneficios tanto para la empresa como para los empleados concluyendo que el comportamiento de un empleado en la organización, depende de los factores motivacionales que se apliquen a fin de satisfacer sus necesidades básicas como son las buenas relaciones laborales, la satisfacción laboral, clima laboral positivo y los resultados de la satisfacción laboral; actualmente, motivar de manera acertada   se ha convertido en una actividad que logrará que los empleados creen un sentido de pertenencia y la actividad que realiza cada uno de ellos, arroje resultados positivos a fin de contribuir con éxito en lo que hace la organización. Como elemento fundamental en el desarrollo asertivo de la organización, la motivación guarda una estrecha relación con la satisfacción laboral, las relaciones laborales y el entorno laboral, sin dejar de lado al rol del gerente quien juega un papel especial, al momento de llevar la responsabilidad de dirección y de aplicar las estrategias más adecuadas de motivación dentro de una organización empresarial.

 

Palabras clave: motivación; recursos humanos; organización.

 

 

 

1.    Introduction

Much has been said about motivation and that motivation is currently an element that is present in all the moments of the human being's life; thus, various branches of science have conceptualized it. For Psychology, motivation is defined as the need or desire that activates and directs our behavior, which directs and underlies every tendency for survival. Likewise, various theories arise that try to analyze the intrinsic essence about motivation and its theories and establish how motivation awakens human beings in order to meet their needs?

 

Currently, at the organizational level, there are a host of scenarios that involve taking into account the speed with which new technologies flow, globalization, the permanent change of context and the valuation of knowledge, taking into account that current times are subject to drastic and exponential changes that lead to the realization of sequential change processes within business organizations.

 

It should be noted that, as a fundamental element in the assertive development of the organization, motivation is closely related to job satisfaction, labor relations and the work environment. All companies that maintain a high degree of motivation in their employees will also have a high degree of satisfaction with their customers.

 

This article analyzes how motivation influences human talent to achieve organizational success. Knowing how to motivate employees has become a trait of success for organizations, since more labor production will depend on it. Also express an expressed result, alluding some theories of motivation that have developed over time and create an objective view before the use of these theories in business organizations.

 

With the present analysis the following questions arise: How does motivation influence the work performance of the individual in the business organization? What are the elements that intervene and that have the greatest impact on performance, motivation and quality at work? Also analyze the following aspects that relate to job satisfaction and organizational objectives; motivating elements of human talent and the various existing theories.

 

This is how it is inferred that Herzberg's theory is manifested in seeing the employee as the being who seeks recognition within the organization and the satisfaction of their needs and that by satisfying these two objectives, their motivation will become the driving force for assume responsibilities and direct their work behavior to achieve goals that will allow the organization to successfully achieve its raison d'être, with high levels of effectiveness.

 

The main purpose of this study is to analyze the influence of motivation on human talent to achieve organizational success and determine the elements that have the greatest impact on performance, motivation and quality at work.

 

2. Development

From the invention of the machine to the present, the advance of technologies, the competitiveness and the organizational growth of the companies are elements that go along the years increasing their productive development in order to guarantee the corporate success. But that corporate success goes beyond the sale of a product. It is more about how the human factor influences the production process from the perspective of employee motivation.

 

We live in an era in which the manager plays a special role, when taking the responsibility of management within a business organization. Directing an organization is not an easy task since each individual possesses a unique identity that leads him to have his own criteria or an intrinsic thought in his actions. It is at that moment that the activity of the manager begins. The manager must influence and motivate his employees in such a way that each work activity is profitable and successful.

 

Actually, motivating employees correctly has become an activity that will achieve that employees create a sense of belonging and the activity that each of them performs, yield positive results in order to contribute successfully in what the organization does.

 

Generally, organizational success is built with effort and dedication, and to achieve this, motivation is a concrete goal in the arduous journey towards success, and this achievement causes energetic waste for the worker.

 

At present, organizations invest large sums of money in order to apply strategies that motivate their personnel to make greater efforts with the intention of conquering achievements for the organization, avoiding at any time the needs of each worker, and it is at this moment where that investment can result in failure; since these needs are individual and vary over time. However, these needs are the process that activates the behavior, and in some cases they can be similar in all workers, that is, although their behavior patterns vary, the process that motivates them will be the same for all workers.

 

2.1.  The motivation

To understand all aspects that will be addressed in reference to work motivation, it is necessary to start from the conceptual understanding of motivation. There are a number of definitions that address the motivation and that come to be the product of different studies that have been made to the present topic. With the intention of supporting the present article, some definitions are cited:

Chiavenato (2000a: 68), states that motivation is related to human behavior, and is a relationship based on behavior where it is caused by internal and external factors in which the desire and needs generate the necessary energy that encourages the individual to carry out activities that will achieve their objective.

 

 Delgado (1999: 56), defines motivation as the process by which people, when executing a specific activity, resolve to develop efforts that lead to the materialization of certain goals and objectives in order to satisfy some type of need and / or expectation, and whose greater or lesser satisfaction they depend on the effort they determine to apply to future actions.

 

González (2008: 52), points out the motivation as a set of psychic processes that linked to the external stimuli maintains an exchange with the personality that at the same time is influenced by these, generating or not satisfaction.

 

As some definitions proposed by different authors have been proposed, they highlight the origin of the motivation in the individual and converge on the fact that the need is the starting point to generate the necessary attitude and set goals that generate success. However, once the need is met, the individual will create other needs that continue to motivate the goals he or she wishes to achieve..

 

2.2. Theories of Motivation

In this sense, there are several theories about motivation that try to explain and define motivation and that come to contribute with the incessant search on the satisfaction of human needs, among them stand out:

 

2.2.1. Theory Hierarchy of Maslow's needs

Maslow (1964), classified human motivation orienting it towards an intrinsic perspective inherent to the individual, hierarchizing these needs in two categories: Category primary needs, in which it classifies two levels; the first level: physiological needs such as: food, sleep and rest, shelter or sexual desire; and the second level: security needs in which protection against threat or danger is sought; denominating them basic needs that come to guarantee the survival and security of the individual. And the secondary needs Category: classified in three levels, the first level: social needs are linked to the way of acting of the individual in society, where affection, acceptance, participation, friendship and love are involved; The second level: the needs for self-esteem, is the assessment that the individual makes of himself. And in the third level: the needs of self-realization: in which the individual is led to develop their maximum potential and to excel as human beings.

 

2.2.2. Theory of the two Herzberg Factors

Chiavenato (2000b), classified the motivation into two factors oriented to the external environment and the work of the individual. The first factor: Hygienic: composed of the physical and environmental working conditions, that is, those that surround the individual and include: salary, social benefits, company policies, climate of labor relations. Likewise, they correspond to the existing opportunities, to the environmental perspective and to the mechanisms that the organizations carry out to motivate the employees. The second factor: Motivational: related to all activities inherent to the position such as: the performance of important work, achievement, responsibility, promotions, recognitions, use of skills and that satisfy over time and increase organizational productivity.

 

2.2.3. The theory of McClelland

McClelland (1970, cited by Perilla, 1998), classified the theory based on three needs: achievement, power and affiliation. In which states that an unmet need originates a tension that promotes impulses within the individual. McClelland highlighted three of these most dominant impulses: The motivation for achievement: the individual wants to grow and develop. The motivation for affiliation: relate to people in a social environment. The motivation for competition: it is an impulse to carry out high quality work. And the motivation for power: it is an impulse to influence people and change situations.

 

2.2.4. Vroom Expectation Theory

Vroom (1979, cited by Chiavenato, 2000c), based on the motivation to produce, argues that in each individual there are three factors that determine the motivation to produce in which the individual objectives that have the willpower to achieve objectives are mentioned; the relationship perceived by the individual between productivity and the achievement of individual goals and the ability of the individual to influence their level of productivity. The importance of the present theory lies in the interest that is observed in the individuality and the variability of the motivating forces.

 

2.2.5. Erc theory of Alderfer

Alderfer (1972) bases his research on the Maslow model and proposes three basic motivations as follows: Motivations of existence: concern physiological and safety needs; Motivation of relationship: concern social interactions with others, emotional support, recognition and sense of belonging to the group; and Growth Motivation: Focuses on personal development and growth. (Robbins, 2004: 128-132).

 

2.2.6. Theory of the Establishment of the Goals

  Locke (1969: 991-1009) states that people impose their own goals in order to achieve them. The present theory asserts that working towards a goal is an important basis in the motivation of the work that is done, since the goals tell the employee what he needs to do and the effort he must make to achieve the goal. If people practice goal setting, they are more likely to pose a difficult goal because they feel more committed to the options in which they have intervened..

 

2.3. Labor Motivation

Every day, human beings experience create thousands of needs, which come to be absence or lack of material elements or interior needs that they wish to satisfy. It is in this way that motivation becomes an ideal element to meet those needs. In such a way that when an employee manages to feel motivated in his work, he will achieve a better performance and develop a sense of belonging within the company.

 

Work motivation can be understood as the result of the interrelation of the individual and the stimulus made by the organization in order to create elements that encourage and encourage the employee to achieve an objective. It is the will that characterizes the individual through their own effort to achieve the goals of the organization adjusted to the need to satisfy their own needs. That is, the impulse to meet the needs that are present in the employee in self-realization, better working conditions and satisfaction of personal needs, come to be the trigger that will produce the reaction in the employee in order to achieve that maximum sense of comfort that produces the realization or crystallization of the goal.

 

3. Methodology

The present article was approached from the hermeneutical methodology, since it starts from the descriptive experience of the bibliographical reflection to reach the objectives and a theoretical revision that allowed to identify the aspects that have the greatest impact on motivation, work motivation and the existing relationship between the achievement of organizational objectives and the satisfaction of employees. The present theoretical recognition, as a methodological proposal, contemplates the revision of diverse texts, of a scientific nature.

 

For the above, the development of the research was initiated by applying a documented and exploratory study, based on a bibliographic-documentary review, which allowed the development of the conceptual framework related to the subject of study, whose results have been synthesized in the present investigative work.

 

Consequently, basic and relevant parameters were established, as well as valuable criteria regarding work motivation and the main factors that generate impact on work performance, in such a way that obtaining, identifying and describing the data turned out to be more feasible, facilitating the achievement of the stated objective.

 

From this, we proceeded to the analysis of the information obtained, highlighting the most relevant elements such as the main factors that intervene in the labor motivation and the important participation of the managers with respect to the responsibility they have to apply strategies to keep motivated to human talent and as a consequence of this, achievement of business objectives.

 

4. Factors that intervene in the labor motivation

There are several factors that intervene in the process of work motivation and that will contribute to the satisfaction of achieving the proposed goals, whether individual or collective. Some factors include: 1° Presence of an employment relationship that includes satisfaction, motivation and performance; 2° Predominance of expectations and compensations in terms of job satisfaction; 3° Positive labor climate where the worker finds comfort; and 4° Results of job satisfaction.

 

Once these factors are established and the motivation is present, the worker is stimulated in his behavior, in order to achieve the desired goal. When the worker has experienced that feeling of having successfully completed his goal, he will feel that he has achieved his goal and will look for another need to satisfy. The worker always wants to obtain what is proposed and the compensations come to be the result of what is obtained.

 

5. Management participation

In all business organizations, managers play an important role since they are responsible for applying mechanisms that integrate and motivate their employees. It is an arduous task since each employee is motivated by something different; What is reduced is that the manager must know the concerns, expectations and needs of each employee. Likewise, the manager must trust the employees, delegating activities in which the employee feels that they trust him, in this way the employee will create a sense of belonging to the organization.

 

Managers must apply strategies to establish the connection between the employee and senior management. Likewise, the manager must demand, but must also recognize the work of the workers. The management of human resources must assume the responsibility of creating mechanisms that allow evaluating the attitude and behavior of each employee, since proper management will achieve the goals for the organization.

 

It is necessary to properly address the people who work in the organization, to stimulate the worker in order to achieve the balance that allows the employee to grow and achieve their stability and the company to achieve its organizational success.

 

As it has been stated, it can be observed that job motivation is one of the elements of great importance for an organization to have the maximum productive potential, so it can be said that a manager must have good tools that can develop an efficient business motivation.

 

6. Conclusion

The accelerated growth of organizations leads to create strategies that generate positive changes in the proposed goals of each company. Currently, for the vast majority of organizations, new uncertainties about motivational processes are created, which leads to the creation of new techniques that stimulate the employee by creating new paradigms in order to optimize the challenges faced by each organization and at the same time seek of offering an optimal company-worker balance.

 

Carrying out an analysis on the labor motivation at present is a titanic task since it is evident that there is a large number of specialized information in reference to the subject. However, it is imperative to innovate concepts based on the original theories that have helped in the present to establish the needs of the worker and to apply the strategies to meet those needs in the individual according to their priorities and those of the organization.

 

The essential challenge facing organizations today demands that strategies be applied and intensified that allow a successful work motivation. The final result will be the creation of a significant link the necessary elements to establish harmony and balance between the organization and its employees. Also, to compensate for basic needs, in this way the employee will feel the satisfaction of being useful and valued, feeling that their work is an added value to the organization; creating a sense of belonging and at the same time favorable working atmosphere that establishes patterns of behavior, which will make pleasant the coexistence in the growing social process of the individual.

 

In each individual, different needs flow, in the same way they must be covered, even when they are created in the work environment, it is necessary to create mechanisms within the organization with the intention of immediately supplying these needs, in this way the employee will be able to work motivated and feel part of the organization for which he works; in this way the answers to the questions raised are obtained, since the work performance of a demotivated individual has a negative impact on the success of the organization; Also establish factors that intervene with greater impact on the performance and work motivation in the employee creating a method of distinctions and labor improvement, favorable conditions in the work environment, which are necessary to help improve the work performance of the employees. employees in the organization.

 

It is important to emphasize that every business organization is responsible for creating mediating mechanisms that allow the employee to grow within the organization, recognize the divergences of each employee in order to offer the best motivational solutions such as incentives, praise, promotions, increases; in such a way that the employee can feel comfortable and satisfied in his work environment, feel that he is taken into account and given opportunities to arise, in this way the employee will be more productive and will feel more willing to cooperate in all the activities that the organization requires.

 

7. References

Alderfer (1972). Teorías de motivación; teoría de jerarquía de Alderfer. Recuperado de: https://teoriasmotivacionales.wordpress.com/teorias-modernas-de-motivacion/teoria-de-jerarquia-de-alderfer/

 

Chiavenato, I. (2000a,b,c). Administración de Recursos humanos. Bogotá, Colombia: Editorial McGraw-Hill. Quinta edición.

 

Delgado, N. (1999). Los Estilos de Enseñanza en Educación Física. Universidad de Granada, Granada.

 

González, S. (2008). Psicología de la motivación. La Habana: Editorial Ciencias Médicas.

 

Locke, A. (1969). Purpose whitout consciousness: a contradiction.  Psychological reports.

 

Maslow, A. (1964). Religions, Values and Peak-experiences. Columbus, OH: Ohio State University Press.

 

Perilla, L. (1998). David C. McClelland (1917-1998). Revista Latinoamericana de Psicología, volumen 30, número 3, págs. 529-532; 1998; ISSN: 0120-0534. Recuperado de: http://www.redalyc.org/articulo.oa?id=80530309

 

Robbins, P. (2004). Comportamiento Organizacional. 10ª Edición. México: Editorial Pearson Prentice Hall. 

 

Vroom (1979). Leadership decision-making: an empirical test of the Vroom and Vetton model. Journal of Magement Studies, volumen 16, Issue 1, págs. 1-115.

 

Humberto Coromoto Peña Rivas

e-mail: hpenari@upse.edu.ec; hcpr100271@gmail.com

 

Born in San Cristóbal Táchira state, Venezuela, on February 10, 1971; by profession Petroleum Engineer. With postgraduate studies at the Master's level in Business Management; Doctor in Advanced Management. Graduated from Universidad Fermín Toro, Venezuela. Professional experience in management, administrative and engineering areas. Currently working as Coordinator of scientific research at the School of Petroleum Engineering of Universidad Estatal Península de Santa Elena (UPSE); University Professor of the School of Petroleum Engineering; University Professor of the Faculty of Agricultural Engineering of the Universidad Estatal Península de Santa Elena (UPSE), Ecuador.

 

 

Sabina Gisella Villón Perero

e-mail: svillonp@upse.edu.ec; sabinagisella@hotmail.es

 

Born in Cantón la Libertad, Province of Santa Elena, Ecuador, Master in Finance and Corporate Projects, Universidad Estatal de Guayaquil; Diploma in Pedagogy of Technical and Professional Education, Instituto Superior Héctor Pineda Zaldívar-Cuba and UPSE; Commercial Engineer, Universidad Estatal de Guayaquil; professional experience in administrative, financial and accounting areas; Full professor at the Universidad Estatal Península de Santa Elena; National Financial Corporation Facilitator: Finance module for microentrepreneurs in the communities of Santa Elena province (2010); member of the current Directory of the Association of Professors of the Universidad Estatal Península de Santa Elena.

 

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- Original Version in Spanish -

DOI: https://doi.org/10.29394/Scientific.issn.2542-2987.2018.3.7.9.177-192