Social impact in the workplace (incentives and motives)
Define social influence.
It is an umbrella term for the external factors that may cause an individual to think or act in a certain way, specifically, so that this branch of social psychology is concerned with how individuals choose certain patterns of behaviour in response to the people, groups, or societal norms that surround them.
Regarding the social psychology of work:
It is interested in studying the relationships at work between workers, among them, between workers and management, and among workers, as groups that have their psychological, social, economic and professional characteristics, and how these factors affect organisational behaviour.
It is more specialised because it studies the behaviour of the individual within the organisation.
Topics he is interested in: social relations, administrative leadership, motives and incentives, industrial security, work accidents, organisational conflict, decision-making, human relations.
What is the concept of incentives and motives?
The effectiveness of the organisation is related to the efficiency of the human element and its ability and desire to work, considering the effective and effective element in the use of available material resources. The management relies in organising results on rationalising the use of available material and human resources to a degree that increases the difficulty of management’s ability to rationalise the use of this element is what made the problem The main thing facing management in any organisation is to identify the specific variables of this element, which are reflected in the behaviour of these individuals who represent the ability to work in the organisation. Therefore, incentives and motives are considered among the main influences that play an important role in the behaviour of individuals and through which they can create a desire to perform.
The importance of motives and incentives lies in their impact on human behaviour, as they are considered an important factor in determining the behaviour of individual performance at work. No matter how equal or convergent the experiences and abilities of individuals are, one of the reasons for the difference in performance is due to the strength of the individual's desire or motivation to perform the work.
Motivations and incentives are among the main influences that play an important and vital role in the behaviour of individuals through which they can create a desire to achieve job satisfaction.
In addition, the incentive system differs from one organisation to another, according to the nature and role of each institution within the community, and there are several ways that each organisation takes separately to employ these incentives to the maximum degree of benefit for the employee or the organisation.
Definition of incentives and motives and their impact on the human resource within work organisations:
What are the motives:
Motivation is an unsatisfied need that leads to a specific behaviour of the individual and determines this behaviour depending on the strength of the motive.
So, motives are a set of desires, needs, and internal forces that motivate and confront human behaviour towards certain goals. This will not lead to high performance unless the individual is motivated to perform. Organisations must direct their efforts to motivate employees and influence their behaviour and motivate them to work, so they have succeeded to a large extent in achieving their goals with a high degree of competencies.
The nature of the methods used to arouse motives The methods used to arouse motives vary, some of which depend on threat and punishment, some of which depend on reward and enticement of employees, and this falls on the management to choose the appropriate method for employees, which contributes to moving their behaviour in the desired manner, and if the management succeeds in choosing the appropriate motive to reduce the gap between The goals of the individual and the organisation are motivated by its value and positive impact.
The driving factors include the following:
Sense of accomplishment
Responsibility: the extent to which the individual controls his job, and the extent to which he is responsible for others.
Possibility of advancement in the job: that is, the extent to which the job provides opportunities for promotion in the career ladder.
A person's awareness of the value of his work, due to the mastery of the work he is doing.
The importance of the work itself and its being creative and challenging Personal development and growth.
The concept of incentives:
Incentives are external factors that refer to the rewards that an individual expects from doing a job. These incentives are required to be compatible with the requirements of individuals, meaning that those incentives are positive and achieve the goals described by them by pushing individuals to good performance, increasing their productivity and their willingness to work.
The process of motivation is not an easy process, because individual differences are endless, because the motivation of the individual in one moment may differ from it in another moment. Studying the types of personalities is necessary because the method of motivating each individual varies according to the individual’s style and incentives.
Characteristics of a good incentive system:
There are a set of basic factors and conditions that management must take into consideration if it wants to achieve, behind incentives, a set of goals related to achievement, work success and increased productivity, including:
There is a close relationship between incentives and the goals of employees and the organisation together.
Granting incentives to workers on exact, specific and close dates that are proportional in time to the worker’s performance.
That the employees understand the incentive system, its rules, and conditions, and that it is characterised by clarity, transparency and justice. The incentive is strongly linked with the efforts exerted to play its role in motivating individuals with the compatibility of the incentive with the work motives.
Incentives should also be influential enough to provoke the individual's motives and needs, taking into account the differences between individuals and groups in the organisation, so that belonging to it becomes stronger and the desired achievement is achieved with the desired quality and the satisfaction and enthusiasm of the workers.
The application of a special system of incentives is one of the most important factors of success in the organisation, using all possible means to urge employees to do good work.
Motivational and Incentive Theories:
Since the beginning, when human organisations were created, many thinkers tried to reach the definition of motivation and discover the answer about what motivates a person to work, and the different methods that were applied to a set of theories related to motivation, and these theories include the following:
Maslow's Hierarchy of Needs theory is based on a set of assumptions as follows:
Basic needs (physiological): They are food, drink, housing and clothing.
Security needs or the need for security: protection from work hazards, i.e. job security and insurances.
Social needs: They are friendship and belonging in social relations.
Focused self-esteem needs: self-esteem and respect for others.
Self-affirmation and self-realisation needs: They are progress and creativity.
It is clear from the five needs in Maslow's hierarchy that they are in the form of a pyramid with its base number one and its apex number five, which is self-realisation that a person is motivated to satisfy five successive needs, which begin with the satisfaction of basic needs or what is called the primary needs and then fall to the higher needs.
Expectation theory
It was advocated by (From, Porter, and Lawler) and it was built on the assumption that individual behaviour is based on a process, perception, analysis and comparison between the available options to perform a specific behaviour, and the balance between the expected cost and benefit for each of those options, and the individual follows after this rational process the behaviour expected to achieve It has the greatest return at the lowest costs and keeps it away from difficulties and continuity in performance and motives depend on the employee's conviction and degree of satisfaction, which are the result of his awareness of the extent of the positive relationship between the reward he receives and what he realises and believes that he deserves.
McClelland's theory of needs:
McClelland asserts that we all have "three motivating motives, and they do not depend on our gender or age, and one of these motives will be controlling our behaviour, and the dominant motive depends on our life experiences, and the three stimuli are:
Achievement: the need for achievement and proof of special competence, where people who have an urgent desire to accomplish tasks that provide personal responsibility and results based on their own efforts are preferred, and they prefer rapid recognition of submission.
Affiliation: The need for love, belonging, and social acceptance by others. They tend to participate in social gatherings and may be uncomfortable in conflicts.
Strength: The need to control one’s own work or the work of others, and people who are in dire need of positions of desire for control in which they exercise power and influence others, they aspire to occupy positions of prestige and authority, and tend to care more about their level of influence than they do effective work.
William O'Shea Z Theory
The pioneers of this theory see the conclusion reached by Professor (William Oshi) after conducting a number of research and field studies in Japan and the United States of America in order to reach the secret of the success of the Japanese administration, as it depends on human victory, teamwork, and participation among employees in decision-making and building the family atmosphere. In the organisation and the link between humanity and permanent contacts and a sense of responsibility and self-control and a sense of ownership for the whole organisation.
Aspiration level theory:
The pioneers of this theory (Levin) see that the individual’s goal and ambition may represent a basic motive for doing work, as they analyse the motivation as the outcome of the interaction between previous experiences and achievements and the goal that the individual seeks from behind achieving these achievements, and the feelings of success that this generates at the level of ambition is the level of expected achievement that The employee expects to achieve it in the regular task with his knowledge of the previous level of achievement. The difference between the level of previous achievement and the level of ambition is called (the goal difference), and the difference between the level of ambition and the level of new achievement is (the achievement difference), which determines the feelings of success or failure in the individual.
Conclusion:
The issue of incentives and motives is a long and complex topic, and that each facility should study the internal and external environment and the activity it practises in order to be able to set up a special incentive system that meets its requirements and serves the purpose for which it was set.
The process of motivating employees is not easy, but it involves many of the factors mentioned in this research, and it is necessary for the management of the establishment to give this topic the utmost importance in order for the establishment to continue and keep pace with the requirements of the times. Motivation is an essential part of the process of development and success.
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