Evaluating Theories of Motivation in Project Management

Evaluating Theories of pauperization in Project prudenceIntroductionBanking sector continues to be unrivaled of the some important frugal sectors and one of the most rapid growing line of reasoninges in Albania in the stick up 10 year (Bank of Albania, 2010, www.bankofalbania.org ).Societe Generale Albania (SGAL), previously named Banka Popullore, started its activity on 1st of bump into 2004. In April 2007, Societe Generale Group acquired 75.01% of the sh bes of this bank. SGAL has its head office in Tirana and is present allover Albania with 41 operation branches. At the dismiss of 2009, the bank had 379 employees, some(prenominal) Albanian and French nationality (Annual Report 2009, 2010, www.societegenerale.al ).The cutting studyBeing one of the most important economic sectors has created enough space for operation of 17 Banks in a relatively small market like Albania. With such a richly competition it is very important that banks catch ones breath always in line wi th economic educations and react fast toward customer demand for red-hot products or adaptation. Societe Genereale Albania Bank is quite small and in that location ar oft judgment of convictions high pressures for sharing resources in order to complete in era and with budget distinct operational or business initiatives. These take has do mandatory for bank commission to make a matrix arrangingal lay bust up.Matrix constitutional structures are quite complicated when it comes to centering and fake of cater operation. They bring the employee in front of ii double-deckers, the usual subdivision conductor and the temporary give manager. There a hooking of explorees and studies for pauperism in tired organizational structure, entirely the topic is con spatial relationred as less(prenominal) explored when it comes to throw away management (Dwivedula and Bredillet, 2009).Theories of demandsMotivation is the driving force within exclusives that compels them physiologically and psychologically to pursue one or much goals to fulfill their inescapably or expectations, (Lam and Tang, 2003).There are currently a lot of theories to pardon the nature of motive and process mangers on addressing it according to their demand. These theories do non conflict between them, which promoter the manager can utilisation both of them or even combine them (Birnberg, Luft and Shields, 2007).This assignment will be center in two theories The pecking order of chooses as one of the initial ones and most salutary known by all kind of managers and the dual-structure speculation since it was developed based on a research on engineers and accounts, which is just about the same environment and employee nature as in SGAL Bank. some new(prenominal) priming for selecting these theories is the incident that both of them fork up as a starting testify the fulfillment of basic human fates and in the development countries we get a high demand of these needs.The Hierarchy of needThe scheme is well known and was developed by Abraham Mas first base in 1940. According to this supposition the needs are organized in five briny groups of needs that gravel together in the form of a pyramid (Maslow, 1943)Physiological necessarily they stay in the bottom of the pyramid and include the basic needs of every human organism such as the need for food, drink, breeding, medical checkup care, etc. Every organization can provide these needs by providing good ca-caing condition and a salary to their employees.Security Needs includes the need for feeling safe and secure, having a secure job, having a post and a future. The organization can fill these needs by offer job continuity, health insurance and retirement plans.Belongingness Needs includes the needs of human to love and be loved, to be accepted by others, to take and cast fri lastship. nigh of this needs get satisfied by the family ties, but this is non enough since we spe nd a considerable time of our life in our leans. Managers and direct supervisors can play a significant role to re routine these needs by encouraging the work in group, enhance their colloquy with employees and provided basis for social interaction between employees.Esteem Needs the needs of this group can be divided into two major needs, the need for self respect and the need for existence respected by others. some(prenominal) de subtractment managers and redact managers can satisfy this by giving the staff a job title, awards, recognition of merits, benefits etc.Self-Actualization Needs is the highest aim of the power structure and includes the need we kick in to be the one we want to be in order to be self fulfilled. If all the other directs of the hierarchy are fully satisfied, it does not remain a lot for the managers to do to satisfy this need. All they need to take care is to make sure the unmarried has a intriguing job and that other needs of lower take aim do no t become deficient.According to the theory the needs of separately direct should be satisfied before going to the next level until we reach the self-actualization needs, however if during our road to the top of hierarchy, a lower level of need become deficient again, the somebody returns to that level (Moorhead and Griffin, 1995).Despite the fact that the theory is well recognized among galore(postnominal) organization and managers due to the spontaneous logic and easy understanding, the theory is not fully validated any by Maslow or any other research, in contrary many deficiencies throw off been identified (Wahba and Bridwell, 1976)The most common criticism is the limited result of people utilize in his research and approach out with conclusions which applies to everybody (Boeree, 2006, http//webspace.ship.edu/cgboer/maslow.html). such a conclusion of course does not look very scientific.Another important one are the constrains that Maslow put on the self-actualization. He pointed out that the self actualization is in the top of his hierarchy and can be reached only when all the other needs are satisfy. In diametrical to this in that location are many examples where people show outputs of self-actualization by being fare from fulfillment of their basic or belongingness needs (examples of artists and scientist).It is important to nurture that if we elaboratedly evaluate the hierarchy we see that the most basic needs, up to the third level, are usually satisfied by the government and/or organization rules and regulation. If we go up in the hierarchy of needs, we see that there are direct supervisors and police squad up members who help to satisfy the needs and turn them in motivators for improving job performance.The Dual-Structure TheoryThe theory was developed by Herzberg on late 1950s based on a research with a couple of hundred engineers and accounts (Herzberg, 1968). The finding of this research proved that different set of factors were co nnected with different feelings about work. The motivation of an employee goes in a two step process, first satisfying the employee (eliminate any factor which may bring dissatisfaction, fulfill the hygienics factors) and second go with motivation factors. The motivation factors would result at the end with satisfied and touch offd employees who can have a long term and despotic job performance.The hygiene factors (salary, association policies, competence, interpersonal relations, working conditions, etc) when they exist, they are in placed by the telephoner strategy and/or governments rules and they are not directly related to the performance and readiness of the employee. In opposite with them, the employee can get the motivation factors (recognition, achievement, work itself, advancement, and responsibility) by his involvement and his work but likewise by the cleverness of his manager to give them (McCrimmon, 2008).The combination of these factors can set employee in qu ad situations (Herzberg, 1987)Satisfied and motivate employee. It is a target situation for having the best performance, there is not a lot to be done if you have employee being in this emplacement.Satisfied but not motivated. If the employees are in this status, it pith the hygiene factors are all accomplished and the managers should find the way to accept motivation factors and change the status otherwise the de-motivated employee will bring low productivity and bad quality.Not satisfied but motivated. In this case it is the play along who should change its policies and rules and try to change the situation. An employee is not expected to stay longer in this status.Not satisfied and not motivated. The worst situation, both company and managers have a lot to do. These employees will bring to the business apart from the low productivity and bad quality a lot of complains, strikes and no talk.The theory has been analyzed more than any other theory in the field of organizational behavior (Pinder, 1998) and the results are quite contradictory. Studies and researchers which use the same method support the theory, other ones criticize it for the research world used, which is limited only to accountants and engineers. The theory does not take into account the individual differences, since a motivation factor can depend on individual age and/or organizational model (House and Wigdor, 1967).Herzbergs theory states that money does not motivate employees but only satisfies them (Herzberg, 1968), due to this statement the theory is astray discussed and analyzed in studies and researches about the rewarding and motivation (Beel, 2007).The rewords supporters are alone against it and they say it does not have evidences to prove that money is not a motivation. Another aspect of critics is the fact that the theory does not take in consideration the circumstances, what does motivate an employee today, not necessary satisfy and motivate another(prenominal) one tomorrow (Robbins, 2005).Visual presentation of the dual structure theory (http//www.tutor2u.net/business/people/motivation_theory_herzberg.asp, Nov 2010)As displayed in this graphic the theory goes though two major phases, first eliminate the dissatisfaction by providing all the hygiene factors and then start applying motivation factors and have motivated employee and high performance.Motivation in Project managementPRINCE2 manual defines a barf asa management environment that is created for the purpose of delivering one or more business products according to a specified business case.Another comment isa temporary organization that is needed to produce a peculiar and pre-define outcome or result at a pre-specified time use pre-determined resources.Being a temporary organization and with specific targets, the come across organization is a different structure than a normal organization whole and different rules and practices are applied in every aspect of organizational behavior, includi ng motivation.Description of case studyIn 2008, Societe Generale Albania started a fifteen months project for migration of existing core banking system. The project police squad was composed by more than twenty high qualified employees coming from different departments and sectors, different education and different professional background. Many different positions were defined as part of the project such as translators, business analysts, IT developers, organization and even a public relationship specialist. The bank knew since the etymon that such a challenging and multidimensional project could not succeed within the specified time and budget without a motivated aggroup.To achieve a motivated team, SGAL manly considered the assumption that people are motivated by money. This assuming was coming from their experience with the sales force in the branch network and lose of experience on running projects. They provided project staff with a dim-witted bonus schema based on their performance with a maximal of one monthly salary. The bonus was delivered once in the middle of the project and once in the end of it.In addition to this bank has time-tested to provide good working condition, apply policy on fee and benefit, apply payment of social and health insurances, apply Global Employee divide Ownership program, so staff has not only the status of employee but also have a shareholder status (BHFM/SGO/REF, 2007), and also apply some flexibility working hours.AnalysisIt is important to highlight since the beginning that motivation in project is different from motivation in standard organization infrastructure. There are 2 major differences (Schmid Adams, 2008), the first one is related to the fact that in projects, tasks and drawing cards are temporary. Considering that projects are a temporary organization, than can a project manager do something to motivate its employee, even if the organization motivation is not in the required level? The second differe nce is that each project goes through some main phases planning, executing, monitoring and closing, so different factors should be used to motivate the team in different project statuses.If we get back and see, company has already turn to most of the hygiene factors, but because of the no experience on the field the bank has totally under evaluated the job security factor. A few months before the end of the project, two key persons, data migration manager and accounting business analyst resign from the project. The main reasons for that were the missing of a clear view for their position in the bank at the end of the project and continues overload. According to the Herzberg theory, if job security factor is not address the result is to have dissatisfied employee, and a dissatisfied employee can not stay with the company for a long period and either have a good performance. There are two issues coming from this the management of the bank failed to provide the security for the job co ntinuity and the project manager failed to plan a proper work-life balance and properly manage the overload. failing in providing these factors had become precedent for staff leaving the project and the company just before the closing phase of the project and causing delays and enlarge lack of self-confidence among other members. As a result of this, high qualified staff found themselves de-motivated.If we go up in the hierarchy of needs we dont see evidences for fulfill the social needs of the project team. SGAL management did not organize any social activities during the project. Only at the end of the project, when the success was evident, the company organized a party. The project management from the other side attempted to do some socialization between team members, but that was on a limited number of people and not on regular basis. According to Dwivedula and Bredillet (2010) a positive work clime of the group is achieved when all members have task interdependence, one commo n accusative to achieve and of course a good relationship and constant communication with each other. Social activities are important to have a positive work environment, but the project manager has to be very careful and evaluate each situation so, if one person intrinsic motivation is alienated then it may bring the spillover effect and de-motivated the entire team (Schmid and Admas, 2008).From Herzberg dual-structure theory we know that satisfied employee is not enough to have motivated employee. Project and organization management had addressed the recognitions and achievements factors by establishing an internal powder store distributed monthly to all bank staff and fully dedicated to the project team and their achievements.We indicated above that SGAL management allowed some of the project team members to have flexible working hours, this was a very positive thing, which properly addresses the status factor by making them fill different and appreciated.How where the staff se lected to be part of the project? Where they volunteering or just appointed without their will? Most of the team was appointed to the project. According to a research made by Aller, Lyth and Mallak (2008) the creation of project team using co-mingling method (volunteering to the project positions) gives an busy and motivated team. By selecting this method there are also chances that the project staff has the appropriate skills and abilities to make the job. Despite the fact that this research is addressed to the setup of teams in university projects, it can be useful and applicable in creation of every project team. When used and combined with other methods this would help on achieving of a high job satisfaction level of the team members.ConclusionEmployee performance is determined by three main componentsability to do the jobwork environment andmotivation (Griffin, 1990, p.437)The first two ones can be better addressed by the permanent organization of the bank as most probably the y need time and investments. provide not being able to perform an activity may need to be trained to do so, good working environment also need investments and time to be in placed. Motivation from the other side is something which can immediately improve the performance if managed properly.Projects by definition are a temporary organization this automatically excludes or reduces them from addressing ability and work environment and totally focus on the motivation. To motivate staff means to provide them with a motive to do the tasks. A successful project manager is somebody who is able to find the motives which apply to each employee and turn them from common worker to extraordinary ones.Maslows hierarchy of needs and Herzbergs dual-structure theory are valid models of motivation in project management and in development countries. These models should not be seen as frozen theories they should be properly evaluated, used and interpreted by each project manager to stimulate team memb ers, growth their individual development, reach projects goals and increase productivity in organization. hitherto we should always keep in mind that some people may have exceptions form this hierarchy.The bank can help its project leader by performing surveys which would tell what the employees preferences for job motivation are. Often the strongest motivators for employee are the things they miss more in their job.