Productivity
Productivity in terms of an individual can be seen as a measure of one's ability to produce more goods/services with less inputs (materials, money, information etc). In other words it can be seen as a measure of an individual's efficiency and effectiveness.
The relationship between individual motivation, individual productivity and individual job satisfaction.
The relationship between motivation, productivity and satisfaction is often the topic of debate amongst prominent scholars. The issue of debate is whether job satisfaction leads to productivity or if productivity leads to job satisfaction. In my opinion the three aspects move in a continuous cycle. Firstly, the individual has to be motivated by certain factors, which in turn brings about productivity in the individual. On being productive an individual is normally satisfied with his\her job. Once the individual is satisfied he is again motivated to carry on the good work. Either way, one cannot attain productivity or job satisfaction without motivation. This relationship can be depicted with the help of the following diagram -
The extent of motivation eventually satisfaction also depends upon the perception of goals by the individual. If the person is motivated only for motives like profit or a particular task then the satisfaction and productivity is on a short-term basis. However if an individual is motivated by factors such as self-achievement, self-development and responsibility then productivity and satisfaction take the shape of a long-term relationship.
The relationship can be further explained with the help of Herzberg's `Two Factor Theory of Motivation', the two factors being motivator and hygiene factors.
“Motivator factors are aspects of work which lead to high levels of job satisfaction, motivation and performance and include achievement recognition, responsibility, advancement, growth and the work itself; also known as content factors.”
(Organisational Behaviour, Andrzej Huczynski and David Buchanan, page 255)
“Hygiene factors are aspects of work which remove job dissatisfaction but which do not contribute to motivation and performance, and include pay, company policy, supervision, status, security and working conditions; also known as context factors.”
(Organisational Behaviour, Andrzej Huczynski and David Buchanan, page 255)
In other words it can be said that job satisfaction and performance are directly linked to `Motivator factors' and the absence of such factors will lead to dissatisfaction. On the other hand `Hygiene factors' will remove dissatisfaction but will not contribute in increasing motivation and performance.
To further explain the cycle of the relationships, a basic assumption is made that a satisfied worker is automatically effective and productive.
However certain motivation factors can also cause low productivity such as:
“(1) Potential rewards unappealing,
(2) Weak performance reward linkage,
(3) Distrust of management,
(4) Desire for control over management,
(5) Lack of job involvement.”
(Prof Roger Mansfield)
Hence as a result of low productivity there is dissatisfaction of the job as well. This shows that one factor is directly linked to the other.
Knowledge of these relationships that can be helpful to managers
While analysing the relationship between individual motivation, individual productivity and individual job satisfaction from the point of view of a manager, it is essential he possess knowledge so as to understand the needs and stimulants that bring out high productivity from employees.
A knowledge of these issues can assist the manager to identify potential motivating factors for different individuals and factors which at the same time lead to productivity and job satisfaction among the staff. A manager should understand that motivation is a subjective issue and that motivating factors differ from individual to individual. Further, a manager should not forget that motivation is culture bound and thus people from different cultural backgrounds respond to the same motivation factors in different ways.
A manager can gain knowledge from experience with different individuals and along with the theories, can effectively influence the motivating factors relevant to different individuals, thereby enhancing productivity, which would result in overall satisfaction of the organisation's goals as well as that of the individual.
The relationship between productivity and satisfaction being a debatable issue, if a manager feels that satisfaction leads to productivity then he should analyse the causes of job satisfaction - intrinsic, extrinsic or environmental. Such knowledge can help a manager enhance job satisfaction and as a result bring about productivity, the effects of which would be seen in reduced labour turnover and reduced labour absenteeism.
There are certain managerial approaches that can help enhance productivity -
- Incentives
- Goal-setting
- Participation
- Job enrichment
(Prof Roger Mansfield)
CONCLUSION
In conclusion, it can be said that individual motivation, productivity and job satisfaction are closely related to each another and though it may not be seen as clearly and often in day-to-day activities of an organisation, it does play an important role in an organisation. The functioning of an organisation is based on these relationships and so an understanding of the same, is essential for the success of the organisation.
" Ability is what you're capable of doing.
Motivation determines what you do.
Attitude determines how well you do it."
REFERNCE:
1.Principles of Organisational Behaviour, Robin Finchan and Peter Rhodes
2.International Dimensions of Organisational Behaviour, Nancy J. Alder
3.Organisational Behaviour and Analysis, Derek Rollinson, Aysen Broadfield, David J. Edwards
4.Organisational Behaviour, Andrzej Huczynski and David Buchanan
Satisfaction
Motivation
Productivity
