Motivation - Evolution of the Concept:
Literally, motivation means incitement or inducement to act or move. In an industrial setting, it means to make a subordinate act in a desired manner. Obviously "desired" denotes the interests of the organisation, as well as the employee. It denotes not only that the subordinate should act in a disciplined manner, but also that s/he should act in a competent and productive manner. To motivate, thus, is to persuade, stimulate, even compel (as and when fear becomes the motivator) an employee to act in a manner that might help in attaining organisational goals. This may be a limited view. Motivation really comprises all the internal urges that are described as desires, wishes, drives and etc., which make a person strive for doing a thing. Motivation is what makes people do things.
Motivation might not be the similar as incentive. In incentives we common expect greater output with the similar inputs, although motivation involves some more inputs considered essential for changing the work, attitude and behaviour. As such, financial incentives might not motivate all; particularly those employees whose physical requires are already satisfied. To motivate means actually to produce a goal-oriented behaviour that might not be made possible through mere provision of incentives along with the object of higher earnings and higher output?
The significance of motivation is too obvious. Survival and growth of an undertaking depends considerably on the performance of its employees that in turn, depends on their ability and will to work. The ability is determined through the quality of education, training and experience which one has obtained. Even if there is any deficiency in the similar, it can be made good through arranging further training and developing facilities for them. The willingness to work includes change in behaviour and attitude of a person towards work, or motivating him/ her to work in a desired manner and provide better performance. Motivated workforce is necessary for efficient working, optimum productivity, and attaining organisational goals. The motivation in personnel management follows planning and organising. Any managerial decision becomes meaningful, if it could be converted into an effective action by motivation of subordinates. Actually, every aspect of personnel function is pervasively endowed with motivational attributes. Thus, a successful personnel manager incorporates the principles and concept of motivation within her/his own philosophy of management. Through applying them s/he can influence others in attaining a better or positive motivation.