An Exploratory Study of Motivation Within Working Environment of Armed Forces
Article Sidebar
Section
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
##plugins.themes.bootstrap3.article.main##
Abstract
In the armed force scenario, motivation and morale are the key factors which make the vital difference between victors and vanquished. Motivation makes preeminent influence on a soldier's behaviour at the moment of engagement. It is thus essential to maintain both at all time for a battle-ready army. In this work an attempt is made to study various aspects of motivation. Effort is made to identify the intrinsic and extrinsic motivators and their effects on soldiers. To carry out a holistic study, responses from the cadets (newly joined youth in the officer cadre) as well as personnel from Services have been collected. Seven key factors are identified for personnel in service. These consists of 4 extrinsic and 3 intrinsic factors. In case of newly recruited cadets, six factors have been identified that consist of 4 extrinsic and 2 intrinsic attributes. For the cadets, the intrinsic factors are found to be at the bottom of scale. The variation is studied using both descriptic and inferential statistics. Areas have been identified which can be emphasized to maintain high motivational level of soldiers in the working environment of Indian armed forces.
##plugins.themes.bootstrap3.article.details##
References
1. Cerasoli, C. P., Nicklin, J. M., & Ford, M. T. (2014). Intrinsic motivation and extrinsic incentives jointly predict performance: A 40-year meta-analysis. Psychological Bulletin, 140(4), 980–1008. http://dx.doi.org/10.1037/a0035661.
2. Deci, E. L., Connell, J. P., & Ryan, R. M. (1989). Self-determination in a work organization. Journal of Applied Psychology, 74(4), 580–590
3. Deci, E. L., & Ryan, A. M. (2000). The ‘‘what” and ‘‘why” of goal pursuits: Human needs and t h e s e l f - d e t e r m i n a t i o n o f b e h a v i o u r. Psychological Inquiry, 11,227–268.
4. Deci, E. L., & Ryan, A. M. (2008). Facilitating optimal motivation and psychological well-being across life’s domains. Canadian Psychology, 49(1), 14–23.http:// dx.doi.org /10.1037/0708-5591.49.1.14.
5. Gagné, M., Forest, J., Gilbert, M.-H., Aubé, C., Morin, E., & Malorni, A. (2010). The motivation at work scale: Validation evidence in two languages. Educational and Psychological Measurement, 70(4), 628–646.
6. Gagné, M., Forest, J., Vansteenkiste, M., Crevier-Braud, L., Van den Broeck, A., Aspeli (2014). The multidimensional work motivation scale:Validation evidence in seven languages and nine countries. European Journal of Work and Organizational Psychology. http://dx.doi. org/10.1080/ 1359432X.2013.877892.256.
7. Hurley, A. E., Scandura, T. A., Schriesheim, C. A., Brannick, M. T., Seers, A., Vandenberg, R. J., & Williams, L. J. (1997). Exploratory and confirmatory factor analysis: Guidelines, issues, and alternatives. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 18(6), 667-683.
8. Kelloway, E. K. (1995). Structural equation m o d e l l i n g i n p e r s p e c t i v e . J o u r n a l o f Organizational Behavior, 16(3), 215-224.
9. MalaniAnandi Lal (2005).Dare To Win: Magic Matras to Motivate Yourself, Pentagon Press.
10. Pareek, U. (2012). Udai Pareek's Understanding organizational Behaviour, 3e. OUP Catalogue.
11. Porter, L. W., & Lawler, E. E. I. (1968). Managerial attitudes and performance. Homewood, IL: Irwin-Dorsey.
12. ansteenkiste, M., Neyrinck, B., Niemiec, C. P., Soenens, B., De Witte, H., & Van den Broeck, A. (2007). On the relations among work value orientations, psychological need satisfaction and job outcomes: A self-determination theory approach. Journal of Occupational and Organizational Psychology, 80(2), 251–277. http://dx.doi.org /10.1348/ 096317906X111024.
13. Vroom, V. H. (1964). Work and motivation. New York: Wiley.
14. Weibel, A., Rost, K., & Osterloh, M. (2010). Pay for performance in the public sector: Benefits and (hidden) costs. Journal of Public Administration Research and Theory, 20(2), 387–412.
