Integration and Motivation of the Labor Force in Organization

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By: Site Engineer, Staff

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The principle of integration demands that both the organization’s and the individual’s needs are recognized. Integration means working together for the success of the enterprises.

You will recall the aim of recruitment and selection is to be able to get personnel who are capable and able to work for the organization. Compensation or remuneration is aimed at rewarding work done so that employees can be attracted to the organization, motivated to perform and remain in the organization.

However, the fact that an employee is capable to work does not mean that he would be willing to work. Integration aims at stimulating the worker to willingly work productively and cooperatively in the organization.

Generally, the central issue in integration is the motivation of the workforce.

Motivation

To make people work willingly requires that they should be motivated. According to expert, motivation is a “management behavior, action, environment or incentive which enable the worker to willingly see responsibility and carry out his task satisfactorily”.

To be able to get the worker to willingly give his best, the entrepreneur must know what motivates the workers and to what incentive he is likely to respond more favorably.

The willingness to work may be influenced by external factors such as an incentive payment scheme.

This approach might mean that an individual will only work hard if he is pushed or prodded to work or given specific rewards for good performance. For example incentives, money, and fear of being sack. But by giving a worker conducive environment, such that members of the organization can achieve their own goals best and directing their efforts towards the success of the enterprise.

If the entrepreneur sees that his workers need to be prodded before they can work hard, then he needs to device effective incentives to satisfy the workers. If on the other hand, he believes his workers are willing to work given a favorable environment, then he must provide a satisfactory working environment in which people are not frustrated and can take an interest in their work.

Maslow’s Motivation Theory categories human needs into five.

These in order of priority are:

  1. Physiological Needs: Need for food, water, sex etc.
  2. Safety and Security Need: Need for shelter from weather and danger.
  3. Love or Belonging Need: Need to be accepted and incorporated into a family, society, club etc.
  4. Esteem Needs: Need to be appreciated, recognized, praised, etc.
  5. Self-Actualization Need: Need to succeed.

Maslow believes that needs are the only motivators when they are unsatisfied. That is, satisfied needs do not motivate.

Also, he believes that the lower order needs (such as, for food and water) must be satisfied before higher order needs become felt. The highest order needs, for instance, the need for self-actualization is most difficult to satisfy.

The human needs enumerated above are usually converted by employees into specific ‘wants’ in the organization. To fulfill their human needs, they want the organization to fulfill some obligations to them.

Ten obligations have to be fulfilled.

These are:

  1. Competent and Fair Leadership: The need for good leadership issues from physiological and security needs. Good leadership helps to assure that the organization and its jobs will continue to exist. Also, the ego demands that one respect persons from whom orders and directions are to be received. It is very frustrating to be subjected personally to a command from an individual who is incompetent.
  2. Congenial Associates: This want issues from the social need of gregariousness and acceptance. The entrepreneur can aid the process by carefully planned and executed induction programmes and promoting the formation of work teams. Friendly associates satisfy the need for love and belonging.
  3. A Meaningful Job: This is a need for recognition and the drive toward self-realization and achievement. This need, aimed at satisfying self-actualization need, is a very difficult want to supply especially in large organizations having a division of work.
  4. Pay: Every worker needs a good pay. The pay is needed to satisfy physiological, security and egoistic needs.
  5. Security of Job: Security of job satisfies the need for security. Workers and labor unions want the security of their job as a matter of priority.
  6. Credit for Work Done: This want issues from the egoistic classification of needs and it can be supplied by the entrepreneur through verbal praise of excellent work, monetary rewards for suggestions and public recognition through rewards, releases in company newsletters and so on. Giving credit for work done satisfies the esteem needs.
  7. Opportunity to Advance: Employees want very positive career prospects. They want to know that there is an opportunity for promotion and advancement. This satisfies esteem and self-actualization needs.
  8. A Socially Relevant Organization: The social expectation of private organization has an impact on the organization’s employee’s expectations.
  9. Comfortable, Safe and Attractive Working Conditions: Safe working conditions issue from the security need. The specific attributes such as desks, rugs, and air-conditioners constitute symbols of status and hierarchy of importance.
  10. Reasonable Orders and Directions: Employees want orders that are capable of being executed. The clear and concise orders should be given in a manner that stimulates acceptance. Unreasonable orders that are incapable of accomplishment serve only to increase insecurity and frustration.

An entrepreneur that is capable of satisfying all the needs mentioned above will have succeeded in creating conditions’ which will generate active and willing collaboration among all members of the organization. These conditions will lead people to wants and also to direct their efforts towards the organizational objectives.

Maintenance of the Labor Force

So far it is assumed that the entrepreneur has been able to procure, train and develop, compensate, and integrate employees into the organization.

The next step is for the entrepreneur to be able to maintain the labor force. Personnel cannot be effectively maintained without proper communication.

Communication is very important in an organization because nothing can be done nor achieved without it.

Verbal and non-verbal communications are being made in the organization virtually every minute. The entrepreneur must convey instruction on what he wants to his subordinates. So also does need feedback from his subordinates.

In addition, the entrepreneur needs to receive information from his subordinates on which to base his decisions. Communications, in that case, is two-way traffic.

That is information from the manager (entrepreneur) to the subordinates, known as downward communication, and from the subordinate to the manager, known as upward communication.

Upward communication is as good as downward communication. This is because what the manager tells his subordinates can be misinterpreted or misunderstood and what the subordinate tells his manager may not be totally true, or where it is true, it may be inadequate.

 

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