Organizational Behavior How Motivation Influences

Organizational Behavior

How Motivation Influences Organizational Behavior

Using a practical level of studying and explaining motivation, assistant business professor and journalist Steven a. Murphy explains why all organizations should - and most good ones do - seek the next generation of leaders from individuals who are truly motivated in the right direction. But how does management determine who is motivated and motivates employees? Murphy, writing in the International Journal of Police Science & Management, conducted a survey of rank-and-file police officers in a big Canadian police force. In that study Murphy found that "police officers' primary driver for entering the executive ranks is to enhance their own financial security (pension enhancement)" (Murphy, 2005, p. 232).

With Canada facing a "baby-boom" rush of retirees, much the same way the baby-boom phenomenon is occurring in the U.S., there are "gaping holes in organizational charts" that need to be plugged up, including gaping holes in police organizational charts, Murphy explains. To approach this problem intelligently, organizations need to be motivated to implement "succession management" systems, Murphy goes on (Murphy, p. 233).

An organization's succession management approach entails "strategically forecasting" specific human resource needs and it also means that the organization must be willing to create learning programs which will show how motivated employees are or can be to fulfill expectations.

Murphy (p. 223) set out with three research objectives in this article: one, to find out why potentially eligible candidates are not entering the ranks of executives; two, to learn why potential candidates are indeed entering executive ranks; and three, to "identify key issues" that are salient to the selection of executive placement, and the development program that makes an executive out of a rank and file employee.

And so, Murphy set out to do his research by surveying 719 rank and file police officers (a total of 1,024 surveys were sent out) that had between 13 and 24 years of service. In evaluating the results of his work, Murphy (p. 234) sought to learn "motivating and demotivating factors" that respondents presented in terms of their potential advancement into the ranks of the executive branches. He also looked into rank and file officers' "confidence in the executive development process" and into what positions were seen as important to the process of advancement.

As to the strongest motivating factors among the respondents, Murphy (pp. 236-237) identified two key themes from the data collected. One, and this was no surprise, respondents were motivated by the potential of earning more money through advancement to the executive level; and two, respondents were motivated by a strong desire to "make a difference in a leadership role." Regarding the monetary aspect, respondents were particularly motivated to enhance their retirement packages, so they could life a good life when their workdays are over. The survey conducted by Murphy did not indicate a strong desire on the part of respondents to further "organizational goals" - albeit police officers did indicate that "the potential to assume a leadership role...[and to] have a greater influence with the participating organization" was a "particularly attractive motivating factor" (Murphy 237).

Another motivating factor found in Murphy's research was that a sizable number of police officers (rank and file) wished to be a "role model"; moreover, women rank and file officers, in particular, saw the potential of becoming a role model "a strong motivator" in their desire to advance to executive levels (Murphy, 237).

The "demotivating influences" that were shown through the research data included "the strong belief" that the added responsibilities would possibly "impinge" on an employee's ability to meet child-care responsibilities; this particular concern was shared by both men and women in the survey. Murphy also notes on page 238 that beyond the perceived added workload that would come with executive responsibilities, respondents pointed to a dearth of mentoring that they had previously received, which leads them to believe they would not be prepared for new executive duties and obligations.

Murphy (p. 240) summarizes the results of his study by noting that the "cultural realities" of the police organizations he surveyed show a "me first" attitude - what can the organization do for me, not what can I do for the organization. In this respect, it is not shocking that the strongest motivating factor is "pension enhancement." Murphy quotes one female respondent as typical of the survey's input: "I have very little confidence in the executive development process in selecting the right candidates... [and] I don't believe that you can have a greater influence...by being an executive." Murphy's theory is that in order to better the organization, leaders need to address rank and file concerns regarding executive workload, and conflicts with child-rearing and elder care. Additionally, organizations that are trying to motivate individuals to enter the executive ranks must address the "widespread belief that executives are overworked and bogged down in politics and bureaucracy" (Murphy 241).

Meanwhile, Robert Spillane and John Martin's book Personality and Performance: Foundations for Managerial Psychology, zeros in on how motivation can affect behavior within an organization. On pages 56-63 the authors review and analyze David McClelland's motivation theory, which posits that economic development results from "...the activities of individuals who are driven by the need to achieve" (Spillane, et al., 2005, p. 56-57). McClelland calls this concept "need-achievement" and he suggests that individuals (whether in the workplace or in other areas) have learned to be driven to achieve through their parents' training. In fact, McClelland suggests that self-reliance, aspiration, independence and achievement are all qualities children learn at home, but those qualities are linked with a "religious outlook" (Spillane, 2005, 57). McClelland explains that "individualistic mysticism" (the relationship between every person and God) is linked with the "dominant American ideology" of free enterprise capitalism.

Some scholars and authors might disagree with McClelland's assertion that the motivation to do well in life ("need achievement") is linked to capitalism and God, but McClelland breaks his claim down into several components, which are worthy of examination. McClelland has a test called the Thematic Apperception Tests (TAT), in which individuals are given "vaguely drawn pictures" and asked to make up stories about what the picture means, what was going on there, what may happen in the future (Spillane, 2005, p. 57). Results of the TAT can be used to measure a person's "need achievement" - and surprisingly, managers in business scored higher on average than musicians, doctors, academics and scientists. Why would business managers do better on a seemingly creative exam than musicians and scholars? McClelland (p. 57) explains that the higher scores reflect a "complex personality type - the entrepreneurial character," the kind of individual that likes to plan ahead, get organized, "take moderate, calculated risks where good judgment could result in a practical outcome" (Spillane, 2005, p. 57).

And while there is nothing in Spillane's book that empirically confirms McClelland's theories - indeed, Spillane appears to challenge the logic used by McClelland - Spillane agrees that parents and teachers generally attempt to motivate children in ways that leads them to behave in ways that result in success is a "culturally acceptable ambition... [which is] substantially rewarded" (Spillane, 2005, p. 63). As to how McClelland's theories influence organizational behavior, it is likely that during the interview process the alert and wise HR manager will have examined numerous motivational theories and will be looking for applicants who match up to those models that make the most sense to that company. Perhaps if McClelland's ideas fit neatly within a manger's criteria, then that manager will be on the lookout for those kinds of personalities.