The Japanese approach to motivation has gained increasing popularity around the world during the past few years. This approach is rather a philosophy of management than a theory or model. The basic tenet of the Japanese approach is that managers and workers should perform together as partners. Since both of them see themselves as one group, ail members are committed and motivated to work in the best interests of an organization. No one is called an employee; instead everyone is a team member, team leader or coach and everyone owns the ‘share’ of an organization. Like goal-setting meow, the Japanese approach is likely to become more common in businesses throughout the world.


Integration of Motivation Theories

Thus several theories complicate our understanding. Some of these theories are compatible and some are not. The real challenge that a researcher has to face is integration of all or at least some of these together so that their inter and intra-relationships are established. This will also improve the understanding of motivation. Certain attempts are made in USA and elsewhere.


Enhancing Motivation in Organizations

Managers trying to enhance the motivation of their employees can, of course, draw on any of the theories described above. They may in practice adopt specific interventions derived from one or more theories or they may influence motivation through the organization’s reward system. The organization can enhance motivation in following ways:

  • Humanize the work environment: Respect the need to treat each employee as an individual.
  • Publicize both short and long-term organizational goals:  Encourage personal and departmental goal setting.
  • Promote from within: It’s great for morale and simplifies hiring procedures.
  • Use incentive programs: Inducing the feeling that ‘if you’re creative enough, you won’t have to rely on expensive financial bonuses.’
  • Establish appropriate deadlines: Every project should have a deadline.
  • Be liberal with praise: It’s almost impossible to over praise and easy to under praise.
  • Be consistent in your own work and in your relations with others.
  • Show a personal interest in the people who work for you: Relations are always smoother between people who know each other on a personal basis than relations between people who merely want something from each other.
  • Admit mistakes: People will respect you for it and will be less likely to hide their own mistakes.
  • Don’t   whitewash   unpleasant   assignments: Prepare   subordinates for unpleasant assignments well in advance and offer what support you can.
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