Motivation as a Manager

Topics: Motivation, Management, Maslow's hierarchy of needs Pages: 16 (4721 words) Published: February 25, 2013
Content Page
Introduction 1 Interviewee #1 2 Interviewee #2 3 Interviewee #3 4 Analysis 6

Discussion 10 Recommendations 12
Conclusion 13 References 15

In this ever-changing working environment, motivation is essentially important to achieve the objectives of organisations, which are mainly effectiveness and efficiency.

So, what exactly is motivation? Motivation refers to the psychological forces that determine a person’s behaviour, and can be divided into two aspects - intrinsic and extrinsic. Intrinsic motivation refers to motivation that is derived from one’s own sake, while extrinsic motivation is derived from behaviour that is affected by external forces, such as material rewards or to avoid punishment (Fang & Kant, 2011). Motivation has been defined by many as: the psychological process that gives behaviour purpose and direction (Kreitner, 1995); a predisposition to behave in a purposive manner to achieve specific, unmet needs (Buford, Bedeian & Lindner, 1995). The simplest, perhaps, would be that motivation gets employees to work hard for the benefit of the organisation. (Sager, 1979)

There has been extensive research on the topic of motivation, which has spawned several theories by numerous authors. According to Maslow’s Hierarchy of Needs, employees have five levels of needs which are: physiological, safety, social, ego, and self- actualisation (Maslow, 1943). Knowing the needs that employees require, organisations can try to fulfil them in order to improve their employees’ performance. However, while the needs of the employees are fulfilled by the organisation as a whole, it is noted that the motivation of employees are dependent on their direct managers as well. In a study, employees place equal importance on the extent of how their organisation and direct manager fulfil their needs. (Nohria; Groysberg and Lee, 2008) Thus, to ensure organisational efficiency, managers play an important role in understanding what motivates employees within the context of the roles they perform. (Lindner, 1998)

To understand more about management in the real world, an interview was conducted with 3 different managers. With the aim in mind, Manager as a Motivator, we managed to obtain several points worthy of note. These points will be discussed at length in our analysis section on how it corresponds with theories, as well as the reasons why if it does not. We will then be looking at the insights that we have discovered through these interview, followed by the conclusion.

Background of Interviewee #1
Adrian Chye is the General Manager of Mediafreaks Pte Ltd and Chief Operating Officer of Mediafreaks Cartoon Pte Ltd and Character Farm Pte Ltd, which is an award-winning new media and 3D animation studio whose clients include big companies such as Energizer and Kraft. He has been closely involved in the development and planning of company strategies moving forward. (, 2010)

Type of Motivational Methods Used
Adrian Chye defines his management style as results-oriented, and will reward or punish based on merits and mistakes. He believes that the main challenges and difficulties a manager face is getting employees to work smarter and harder. To achieve this, he uses motivation as a type of managerial skills, along with others such as well-defined goals, and clear explanation of roles and...

References: Browaeys, M., & Price, R. (2008). Understanding Cross-Cultural Management. Pearson
Sager, D
Buford, J. A., Jr., Bedeian, A. G., & Lindner, J. R. (1995). Management in Extension (3rd ed.). Columbus, Ohio: Ohio State University Extension.
Fang, Y., & Kant, K
Frey, B. S., & Osterloh, M. (2001). Successful Management by Motivation - Balancing Intrinsic and Extrinsic Incentives. Swiss Association for Organization and Management
Herzberg, F
Latham, G. P., & Locke, E. A. (2006). Enhancing the Benefits and Overcoming the Pitfalls of Goal Setting. Organizational Dynamics, Volume 35, No. 4, pp. 332–340.
Latham, G. P., & Mitchell, T. R. (1978). Importance of Participative Goal Setting and Anticipated Rewards on Goal Difficulty and Job Performance. Journal of Applied Psychology; Apr78, Vol. 63 Issue 2, p163-171
Lindner, J
Maslow, A. H. (1943). A Theory of Human Motivation. Psychological Review, July 1943. 370-396.
Nohria, N., Groysberg, B., & Lee, E
Zumas, G. (2012). Motivate Employees Through Better Communication. Retrieved from
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