Motivation
Since the earliest existence of the military profession, leaders have accepted a host of ethical responsibilities. They should be truthful, and hold confidences. As military health care system is very important part of the organization because of it impact on warfighters moral and the health all soldier, it management has been considered a milestone of the organization, therefore the motivation of the employees must be taken seriously.
Every officer knows that conscious or sub-conscious plays a role in every person's behavior and, therefore, in any followers motivation. The motivation of human has been largely study starting with Abraham Maslow hierarchy of needs.
This theory is probably the best-known motivation theory. It was coined during the 1940s and 1950s. In essence, it states that our motivations are dictated primarily by the circumstances we find ourselves in, and that certain 'lower' needs need to be satisfied before we are motivated towards 'higher' accomplishments. In practice, the theory has its application in ensuring that the workforce has sufficiently comfortable surroundings and working conditions in order for them to be free to do their best for their company. As time goes the theory has been revisited and from several needs to 3 categorical needs by DC McClelland and DG Winteer in 1969. Essentially it groups people's needs into three different categories – the need for achievement, the need for affiliation and the need for power. Taking a less hierarchical approach than Maslow, it acknowledges that different strokes are required for different folks. Some people will have strong motivations in some or all of the categories, while others will have little or none. So, in order to get the most out of people you must make the goals and objectives fit with each individual's needs, behind this statement is the fact that a leader must know his people. A side the relation leader/manager and employees relation some of the motivation theories are leader focus among them the Theory X and Theory Y by Douglas McGregor. As it is often that someone has manager and leader hut together it is important to consider McGregor point of view In 1960, Douglas McGregor advanced the idea that managers had a major part in motivating staff. He essentially divided managers into two categories – Theory X managers who believe that their staff are lazy and will do as little as they can get away with; and Theory Y managers who believe that their people really want to do their best in their work. I will personally put military leader in Y category has they are dealing with volunteer unlisted, and officers. Theory X managers believe that staff will do things if they are given explicit instructions with no wiggle room, and plenty of stick if they don't do what they are supposed to do. Theory Y managers believe their people work their best when empowered to make appropriate decisions. Theory Y has begun to replace Theory X as the dominant management philosophy in many organisations. You must know yourself and what kind of manager you are in order to be able to move toward 3 ways new management concepts if need is.
During our discussion on reward A while hoping for B, leaders can’t make unconscious unfair decision that can affect motivation, it bring to the motivation base on equity posited by John Stacy Adams in 1965, basically he stated that motivation was affected by the degree of fairness within an organisation, particularly within a group of peers in medical setting that apply very well to physician, nurses and administrative staffs.
After people, the motivation is relate to the task. Victor Vroom in 1964 put forward the notion that people are driven by the likelihood of genuine success in achieving particular objectives. Three barriers need to be jumped by managers if they want to motivate their people to succeed. First of all, they need to connect the task to be performed to the likelihood of better results. Secondly they need to set expectations that there are positive benefits to the employee in achieving those results, and thirdly they need to ensure that these benefits are of value to the employee.
Conclusion
All the popular motivation theories have their flaws and detractors, but they do give us an insight into some of the mechanisms at work in day-to-day organisational life. A number of key messages ring true: firstly, people are not automatons and their reasons for behaving in a certain way are more complex than just money or laziness. So the stick and carrot approach may work sometime but not for long time and may give some good result but not the best of peoples. Secondly, different people are motivated differently there is no such thing as a simple, all-encompassing solution. Many factors can influence how people are motivated, cultural background, education among them. Thirdly, it's important to get the work environment right if you want to get the most from people; so any manager has to determine what his is hoping for in order to reward the good behavior he is hoping for, and finally, managing perceptions and expectations is very important if you want to help people get the most from their work.
http://www.businessballs.com/adamsequitytheory.htm
http://h2g2.com/dna/h2g2/A2860346
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