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ФЕДЕРАЛЬНОЕ ГОСУДАРСТВЕННОЕ БЮДЖЕТНОЕ ОБРАЗОВАТЕЛЬНОЕ УЧРЕЖДЕНИЕ

ВЫСШЕГО ПРОФЕССИОНАЛЬНОГО ОБРАЗОВАНИЯ

«САНКТ-ПЕТЕРБУРГСКИЙ ГОСУДАРСТВЕННЫЙ УНИВЕРСИТЕТ»

по направлению 040100 «Социология»,

профиль «Европейские общества» / MA «Studies in European Societies»

Диссертация на соискание степени магистра

по основной образовательной программе высшего образования

Motivation as a key factor of communication and management processes in youth organizations of St. Petersburg and Prague

Savchenko Alesia Aleksandrovna

Научный руководитель / Scientific supervisor:

Доцент кафедры сравнительной социологии

Блок Мадлен/ PhD Block Madeleine

Рецензент / Reviewer: Zezulkova Marketa

Assistant professor, PhD

Санкт-Петербург, 2017



Table of contents

Introduction

Chapter 1. Theorizing the framework for organizational development

1.1 Organizational development

1.2 Organizational practices

1.2.1 Theory X and theory Y controversial styles of management

1.3 Management by objectives

1.4 Organizational types and structures

1.5 The principle of Integration

1.6 Work motivation and satisfaction

1.7 The definition of work motivation

1.8 The emergence of motivation

1.9 Types of motivation

1.10 Work motivation theories

1.11 Job redesign

1.12 Work (job) satisfaction

1.13 Two-factor model: motivators versus hygiene

1.14 Knowledge management and organizational learning

1.15 Six main antecedents of organizational learning

1.16 The feasibility of organizational learning

1.17 Learning organization components (the five disciplines)

Chapter 2. Youth organizations' practices: empirical research results

2.1 Interviewing and observation conclusions

2.2 Questionnaire results

2.3 Youth Included case

Conclusion

Bibliography list

Appendix



Introduction

framework management motivation

This multidisciplinary research has its aim to find the answer for the question about turnover and fluctuation processes in youth organizations. The applied research is based on the request of Presidium of Youth сouncil in Kirovsky district in order to reduce the fluctuation problem with members of their organization. They are willing to change their organizational system in order to maintain the level of motivation and satisfaction among present activists and also attract more new people. This research provides information for general orientation in the decision-making process among superiors of Youth council. Hence, the research problem can be formulated as follows: the coordination and management of young people in voluntarily organizations like Youth council are troublesome due to several reasons, which are weak motivation, organizational conflicts, lack of time, and absence of experience. The privation of worthwhile and convenient solutions for these problems leads to crucial outcome which restricts the quality of work they do. This outcome implies the fluctuation of members in a sense of them leaving this organization. Thus, the key research question of this paper is: how to reduce fluctuation and turnover processes in Youth council in Kirovsky district and keep its members motivated?

Therefore, specific research tasks of this study are:

1. To identify key motivational factors which keep young people motivated for volunteering work.

2. To describe how work process is organized in youth organizations.

3. To examine types of organizational behavior which youth organizations have.

4. To explore what the main principles of qualitative work in youth organizations are.

5. To make an organizational proposal to Presidium of Youth council in accordance with identified issues and researcher's recommendations.

Comparability overview

The cases of this comparable research are Youth Council in Kirovsky district of St. Petersburg and non-profit organization “Youth Included” based in Prague. Both these organizations were established nearly at the same time: the first one in 2011 while the second one in 2012. It is highly important to emphasize that these youth organization consider themselves as open platforms for young people, for their integration into society, and for enabling their personal experience. Both these organizations also have same goal which is to encourage and provide participation of youth in social and cultural life of the city. Moreover, it has to be noted that these organizations are voluntarily-based which means that they do not have permanent financial support. Therefore, both Youth council and Youth Included have difficulties with funding, and, consequently, use the system of barter for exchanging services. And, finally, another important similar aspect of their work is the fact that they both solve local problems in the society they work in.

Paper structure

The paper consists of three main parts which are theoretical chapter, empirical chapter, and conclusion with several appendixes. This first chapter discloses key theoretical concepts and assumptions which are necessary for this research. While the second chapter relates to the empirical part of this paper, in particular, to case study research with data description and analysis. The conclusion finalizes both data obtained and theoretical framework used. Appendixes represent research design of the paper, organizational proposal with recommendations, guide for the interview, questionnaire, and samples of interview and observation notes.

Thus, the first chapter reveals theoretical framework which was used in this research. Organizational development served as a central framework and complex approach which consists of concepts and theories regarding organizational behavior and motivation of workers. Then one of the important theories which was considered as a foundation for this study is an organizational theoretical perspective developed by Douglas McGregor. He proposed the assumptions of motivation theory X and theory Y, which are related to managerial behavior in the organizations. These assumptions indicate that members of organization are motivated either via direction and control (theory X) or integration and self-control (theory Y). The central principle which derives from Theory Y is related to integration process: the creation of working conditions such that members of organization can achieve their own goals best by directing their efforts toward the success of organization.

Moreover, some other motivation theories are examined, such as Maslow's hierarchy of needs, job characteristics model developed by Hackman and Oldham, expectancy theory proposed by Vroom Victor H, and two-factor model theory by Frederick. Maslow's hierarchical pyramid of needs was relevant in terms of its theoretical continuation in Douglas McGregor's work. The author proposed that there are five basic categories of human needs which we can apply to everybody while investigating people's behavior: physiological needs, safety, social, esteem, and self-fulfillment. Job characteristic model was proposed by Hackman and Oldham. The main focus of this theory is the job that workers perform while working. Expectancy theory introduces the idea of certain expectations and beliefs which individuals keep in mind regarding possible consequences and outcomes of their efforts. And, finally, two-factor model draws attention to the concept of intrinsic (motivators) and extrinsic motivation (hygiene factors) in employee participation and performance.

Also the learning organization theory by Peter Senge was examined in this research. The author put forward an idea that learning organization is determined as a group of people working together collectively to enhance their capacities in order to create results they really wish to have. In these terms we can speak about youth organizations as samples of this study. Senge also believed in the theory of system thinking, which focuses on how the individual that is being studied interacts with the other members of the system. In other words it was considered that youth organizations are whole complex systems.

The second chapter involves the data description and analysis. The methods which were used for analysis are descriptive, cross-tabulation, correlation and regression. The empirical chapter consists of several paragraphs: interviewing and observation conclusions, observation interpretation quotes and analysis, and questionnaire results. For illustrative purposes comparative tables and statistical charts are provided in this chapter as well. The empirical chapter is followed by the conclusion.

The paper is terminated with key overall conclusions which are made in accordance with both theoretical perspective and data collected. Moreover, limitations of research are provided in order to investigate future research relying on the present one. Limitations were made so that to demonstrate that the research provides only current picture of youth organizations' structures, cultures and inside relationships. The situation now looks quite stable. However, everything can change for different reasons.



Chapter 1. Theorizing the framework for organizational development

1.1 Organizational development

In my research I decided to use an organizational development approach as a whole system of concepts and theories regarding organizational behavior and motivation of workers. This approach assists me in both analyzing the most significant aspects of the question under my consideration and finding the proper answers for it. I bear in mind the fact that it is highly important to develop and formulate recommendations in the end of my research. Therefore, organizational development process is necessary to examine because it can provide me with a full picture of studied issue.

“Organizational development is a system-wide process of applying behavioral-science knowledge to the planned change and development of the strategies, design components, and processes that enable organizations to be effective” Dynamics of organizational change and learning, Jaap J. Boonstra, John Wiley & Sons Ltd, England, 2004. Organizational development (OD) seeks to apply scientific approach in behavioral knowledge and put it into practice in order to help organizations in their change with a view to achieve greater effectiveness. Moreover, it assists organizations in improvement of their internal functions and external environments with a view to gain both better quality of work life and high performance. This change, which OD emphasizes, is consciously planned and then implemented into practice.

It is highly important to mention that organizational development is primarily concerned rather with the process than organizational system or structure. The core idea of OD is not that what is done in the end but the way all the things are done. Basically it means that OD refers to the processes in which people interact with each other with a specific objective to increase effectiveness of organization they work in. Organization, in return, is considered as a total system with its interactions and interrelationships among members.

Organizational development was also defined by Wendell L. French and Cecil H. Bell in their book “Organizational Development: Behavior Science Interventions for Organizational Improvement” as follows: “A planned systematic process in which applied behavioral science principles and practices are introduced into an ongoing organization towards the goals of effecting organizational improvement, greater organizational competence, and greater organizational effectiveness” Organizational Development: Behavior Science Interventions for Organizational Improvement, Wendell L. French, Cecil H. Bell, 6^th edition, Englewood Cliffs, N.J. : Prentice-Hall, 1999. The main focus they emphasize is on organizations and their improvement. The orientation which they underlined refers to action, which implies the achievement of “desired results as a result of planned activities” Same.

OD is based on several assumptions A Handbook of Human Resource Management Practice, Michael Armstrong, 10^th edition, Kogan Page Limited, London and Philadelphia, 2006, which are significant in our research as well:

1. “Most individuals are driven by the need for personal growth and development as long as their environment is both supportive and challenging”. Young people who are engaged in the volunteering participation in youth organizations basically seek for their personal growth as well. We will consider this point further in details.

2. “The work team, especially at the informal level, has great significance for feelings of satisfaction and the dynamics of such teams have a powerful effect on the behavior of their members”. The atmosphere in youth organizations depends on mostly informal communication among members since they do not have specific divisional organizational structure. One of the key factors which influence the behavior of young people in these organizations is the fact that interpersonal relationships are considered to be one of the retaining elements in their work.

3. “OD programs aimed to improve the quality of working life of all members of the organization”. Inherently, the superiors (managers) of the organizations in both cases of my research are willing either to change or to maintain working conditions for young people. One of the principal challenges which they encounter is either absenteeism or turnover of the organization members.

4. “Organizations can be more effective if they learn to diagnose their own strengths and weaknesses”. In fact not every person is able to consider their actions without fear or favor. One of the significant points in doing any kind of work is to discern things which can be done better and more effectively. In case of youth organizations it is highly important to say that young people control organizational environment themselves. By that I mean they have a huge challenge in objective evaluation of their job and performance since they are themselves still in the process of human development. It is too difficult for them to analyze their actions from outside since they only just start learning how things should be done.

5. “Managers often do not know what is wrong and need special help in diagnosing problems”. This assumption can be considered as a consequence from the previous one. Since this research is based on the request of the Presidium of the Youth council in Kirovsky district of Saint-Petersburg, it has to be mentioned that this is an applied research with the aim of implementing researcher's recommendations into practice.

Generally, all approaches which are connected with the changes of organizations in general and of people in particular, include assumptions regarding human beings nature. It can be expressed either explicitly or implicitly. In other words, we are talking about how people's behavior can be explained, then changed and then developed. Humanistic psychology (Maslow, Rogers), for instance, “calls attention to people's subjective experiences and the values, intentions, and perceptions that guide their choices about how to behave and interact with the environment” Dynamics of organizational change and learning, Jaap J. Boonstra, John Wiley & Sons Ltd, England, 2004. The main principle of this approach is that people are naturally self-determined, creative, and have an extraordinary capacity for their psychological growth.

Same with young people who are traditionally considered to be well prepared to “adjust, work hard, learn a lot and do their utmost if they have a feeling of being accepted, appreciated and treated as equals with a specific individuality which is respected” The fundamentals of workplace learning: Understanding how people learn in working life, Knud Illeris, Routledge Taylor & Francis Group, New York, 2011. Young generation constitutes a tremendous challenge that demands comprehensive and innovative workplace learning initiatives, which involve extensive range of possibilities for them. Furthermore, another core principle of humanistic approach is that human beings are not only obsessed with the idea of achieving things they do not have. They also are highly motivated to seize the opportunities in experiencing something new along with getting to the top by achieving their full human potential. However, as Douglas McGregor said, “A satisfied need is not a motivator for behavior” The Human Side of Enterprise, Douglas McGregor, McGraw-Hill book company, USA, 1960. Likewise not necessarily all the people whose lower-level needs are satisfied, are willing to make the grade by satisfying higher level needs.

Therefore, the fundamental issue emerges: how to consolidate individuals' and organization's interests and needs in the same direction? Basically, the answer for this question lies in understanding of organizations that they need to enable their members acquire psychological maturity. This is a necessary step in achievement of desired effective results for the organization. OD believes that if organization provides its members with opportunity to realize their human potential, it would lead to promotion of their psychological maturity. Members of this organization might prefer to be self-controlling, to have long-term perspectives regarding their activity and performance in this organization, to take responsibility in doing their job. Therefore, we have to mention “Theory Y” which was developed by Douglas McGregor in 1960. It would seem that there has passed so much time and everything has already changed in terms of organizational environment. However, I do believe that this theory captures the essence of current cases in our point.

1.2 Organizational practices

1.2.1 Theory X and theory Y controversial styles of management

When Douglas McGregor firstly claimed that under proper conditions, boundless resources of human creative energy could become real and accessible for mangers within particular organizational setting, nobody believed that it could be possible. He was sure that this new knowledge and theoretical conception will require years of both exploration and practical implementation. Industrial management, in his opinion, was not aware of methodology for applying this knowledge to the process of human efforts organization in different companies, no matter what area of activity they have. Oxford leadership journal named book “The Human Side of Enterprise” by Douglas McGregor as the most influential in management literature Theories X and Y, Revisited, Matthew Stewart, Oxford leadership journal: Shifting the trajectory of civilization, Volume 1, Issue 3, June 2010. With its simple but powerful observation which McGregor has done this book expresses two deep and competing theoretical assumptions about nature of human beings in terms of managerial world.

Ha assured that “conventional organization structures, managerial policies, practices, and programs reflect several assumptions” The human side of enterprise, Douglas McGregor, Leadership and motivation, Essays of Douglas McGregor, Volume 2, Number 1, Reflections, MIT Press, 1966, which he formulated as a set of propositions and called “Theory X”:

1. Management is responsible for organizing the elements of productive enterprise - money, materials, equipment, and people - in the interest of economic ends.

2. With respect to people, this is a process of directing their efforts, motivating them, controlling their actions, modifying their behavior to fit the needs of the organization.

3. Without this active intervention by management, people would be passive - even resistant - to organizational needs. They must therefore be persuaded, rewarded, punished, controlled - their activities must be directed Same.

Moreover, these theoretical assumptions require additional beliefs, in McGregor's opinion. He pointed out that these beliefs are not that explicit, but rather implicit and widespread:

4. The average man is by nature indolent - he works as little as possible.

5. He lacks ambition, dislikes responsibility, and prefers to be led.

6. He is inherently self-centered, indifferent to organizational needs.

7. He is by nature resistant to change.

8. He is gullible, not very bright, the ready dupe of the charlatan and the demagogue Same.

Theory X implies that mostly all the people are lazy and self-centered; they prefer to be told what to do and how to do it, they are resistant to change and are not ambitious at all. However, Douglas McGregor was sure that inappropriate and disrespectful behavior of workers is not a consequence of their human nature, but rather consequence of organization's nature. He claimed that the most significant problem consists in management philosophy and policy. And coming back to motivation and satisfaction of people's needs, we would like to emphasize again that if lower level needs of employees are satisfied it does not necessarily mean that they are motivated to put any effort in their further behavior and actions. “This is a fact of profound significance. It is a fact which is unrecognized in Theory X and is, therefore, ignored in the conventional approach to the management of people. The man whose lower-level needs are satisfied is not motivated to satisfy higher level needs” The Human Side of Enterprise, Douglas McGregor, McGraw-Hill book company, USA, 1960. Unless organization, in particular - managers, provides their workers with the opportunities to satisfy their higher level needs, people will be abeyant and deprived. Consequently, they will be not willing to change their behavior because of this deprivation.

On the contrary, theory Y implicates that human beings are rather active than passive in terms of formation of their lives and external environment; they are willing to assume responsibility. Moreover, in McGregor's opinion, people should be managed as little as possible. Management by direction and control will definitely fail, because these methods are meaningless in a sense of motivating people to put their efforts towards the objectives of organization. Therefore, he proposed other assumptions, which sound more adequate and decent for describing human nature:

1. The expenditure of physical and mental effort in work is as natural as play or rest. The average human being does not inherently dislike work. Depending upon controllable conditions, work may be a source of satisfaction (and will be voluntarily performed) or a source of punishment (and will be avoided if possible).

2. External control and the threat of punishment are not the only means for bringing about effort toward organizational objectives. Man will exercise self-direction and self-control in the service of objectives to which he is committed.

3. Commitment to objectives is a function of the rewards associated with their achievement. The most significant of such rewards, e.g., the satisfaction of ego and self-actualization needs, can be direct products of effort directed toward organizational objectives.

4. The average human being learns, under proper conditions, not only to accept but to seek responsibility. Avoidance of responsibility, lack of ambition, and emphasis on security are generally consequences of experience, not inherent human characteristics.

5. The capacity to exercise a relatively high degree of imagination, ingenuity, and creativity in the solution of organizational problems is widely, not narrowly, distributed in the population.

6. Under the conditions of modern industrial life, the intellectual potentialities of the average human being are only partly utilized The Human Side of Enterprise, Douglas McGregor, McGraw-Hill book company, USA, 1960.

These assumptions indicate that organization should focus on the creation of opportunities for its members, identification of human potential, facilitation and guidance. Managers should follow the idea of eliminating obstacles along with strengthening growth. They also should provide their workers with straightaway adaptation and development opportunities. And the most important belief which McGregor formulated in accordance with this theory is the fact that “the limits of human collaboration in the organizational setting are not limits of human nature but of management's ingenuity in discovering how to realize the potential represented by its human resources” Same. In other words, in the situation when employees are unwilling to take responsibility and prefer being lazy, unimaginative and uncooperative, the causes lie in the methods of managerial organization and control.

Generally, management with following theory X assumptions implies external control over workers' behavior, while management with following theory Y assumptions implies self-control and ability to direct own behavior without pressure. Many management gurus discovered these ideas; Peter Drucker was one of them. He could be called a “Y-man” Theories X and Y, Revisited, Matthew Stewart, Oxford leadership journal: Shifting the trajectory of civilization, Volume 1, Issue 3, June 2010, since he was the one who started to promote his own version of this theory even before McGregor gave its name. Furthermore, he was the one who distinguished these two types of managerial behavior as “management by objectives” (theory Y) versus “management by control” (theory X).

1.3 Management by objectives

Peter Drucker believed that each member of the organization contributes something different. The core idea of this contribution process is that all efforts should be oriented towards one common goal. So, basically, performance in the organization requires that each worker does their job directed towards the objectives of whole organization. Drucker claimed that “organization, by its very nature, contains four powerful factors of misdirection:

· the specialized work of most managers;

· the hierarchical structure of management;

· the differences in vision and work and the resultant insulation of various levels of management;

· and, finally, the compensation structure of the management group” Management - Tasks, Responsibilities, Practices, Peter F. Drucker, Truman Talley books, New York, 1986.

In order to prevent these obstacles, there should be structured and coordinated management by objectives in the organization. In the best possible way workers should be involved in the whole process of goal-setting. Then they might fulfill their responsibilities headlong since these goals could be common for both superiors and subordinates of the organization. In that case when people are directed, controlled and manipulated, they are willing to find satisfaction for their social, ego and self-fulfillment needs somewhere away from their job. The main principle of management by objectives is to facilitate and assist workers in this satisfaction of needs process. The best way for achieving it is, as I mentioned above, to provide employees with the opportunity to participate in the whole discussion of goals and objectives in organization process.

Another core idea which Drucker followed as well was his assumption that organizations work best when there is decentralization and simplification of organizational structure. He made no reckoning of command and control style of management. He claimed “the hierarchical structure of management aggravates the danger” Same. He felt certain about consequences of hierarchy in organizations which can lead to low productivity, poor performance, human proc, and, finally, deprivation of confidence in the whole management system of organization.

1.4 Organizational types and structures

Douglas McGregor was also sure that managers should give their workers a degree of freedom in order to navigate and follow their own activities. This decentralization and delegation, in his opinion, might lead to employees' own wish to take the responsibilities, and, as a consequence, to satisfy their personal needs. Electronic resource - http://2bcreative.org/?page_id=507

Pyramid of command-control structures is quite old-fashioned method for organizational structure. It seeks to control members of the organization and to arrange hierarchical structure of authorities. Furthermore, the prevailing features of such organizations are centralized decision-making processes, formal rules and systems, conventional and routine tasks for its members. Even though it is considered to be effective to coordinate the members of organization through usage of this type of structure, in my sincere opinion, it is not efficient for youth organizations to be structured as a pyramid of command-control. Management in such organizations cannot follow the ideas of direction and control; therefore, managers cannot treat their volunteers as immature adults even though their workers are predominantly young people. Moreover, pyramid structures include beliefs regarding human relationships, which are expected to concentrate on the goals and objectives of the organization first. These relationships must be formal, logical and deliberate. Apparently, it is not possible to have this kind of relationships among young people in such volunteering organizations.

Remarkably, it is forbidden for workers to emote and have informal relations with other members. According to Douglas McGregor, all these assumptions result in low level of interpersonal competence The Human Side of Enterprise, Douglas McGregor, McGraw-Hill book company, USA, 1960. However, I do believe that this is considered to be the most indispensable skill for young people in their age, and it is unfairly to deprive such opportunity for acquiring this skill from them. Moreover, in McGregor's opinion, “this reduces information sharing, risk taking, and trust among members” Same. Consequently, it can lead to interpersonal conflicts and inability to solve emerged problems in the organization. Knowledge and information sharing are extremely important processes in any organization, especially in youth organizations since their members are young, creative, and imaginative human beings.

For this reason it is more productive and beneficial to have a sphere paradigm in such organizations. Organizational development has focus on assistance organizations in creating an enabling environment and necessary conditions for encouragement of employees' interpersonal competence along with their psychological maturity. Therefore, it contributes to effectiveness of organization, which is the primary objective of managers' job. As Jaap J. Boonstra claims, “OD strongly values human development, democratic principles, and open inquiry. It seeks to develop organizations that encourage an open, problem-solving climate, trust, collaboration, and teamwork among members, and opportunities for members' self-control” Dynamics of organizational change and learning, Jaap J. Boonstra, John Wiley & Sons Ltd, England, 2004. Hence, the superiors in youth organizations should bear in mind the idea of sphere paradigm structure as it provides them with both distributed control over members and open platform for youngsters' free minds.

There are many different types of organization, but all of them are willing to achieve their objectives quickly and effectively. Youth organizations should be rather informal since they are flexibly structured. They can be more spontaneous and creative in terms of problem solving processes. Moreover, they should have less specified relationships. As for power, it should be decentralized and all the core members of these organizations should firstly agree a policy before it is accepted. If the superiors of youth organizations follow these ideas, it can result in effectiveness and efficiency of organization performance.

Organizational development has several interventions which contribute to these ideas as well Same:

1. Human process - team building, encouragement of interpersonal competence, and conflict resolution. It is highly important to pay attention to this social aspect of organizational processes in youth organizations since all the members are firstly willing to communicate and be actively engaged in the society development.

2. Techno-structural - employees' self-control, job enrichment, involvement to decision-making process. All decisions made in the organization should be rational and logical; both advantages and disadvantages of the outcomes must be taken into account while decision making processes. When a lot of members of the organization make a decision together, the chances for objectivity and rationality are growing.

3. HR management - career and potential development. One of the key objectives of the superiors of youth organizations is to provide its members with the opportunity to achieve their potential, as I mentioned before. By encouraging youth development, social integration, and personal growth, the superiors take a significant step in the development of their organization itself.

4. Strategic - organizational learning, flexibility promotion, innovation, organizational culture change. With a help of certain strategy which youth organizations should develop they will be able to change themselves by introducing new managerial values and advancing members' psychological maturity along with interpersonal competence.

Organizational development, in general, has its major aim to increase employees' commitment and to encourage effective teamwork. In fact, this approach is used in any organization which is concerned with the transformation of organizational structure. It has to be mentioned that basic principle which underpins OD is the evolvement of organization. And it also can include diverse activities which are related to organization's advancement. With regard to question of structural change I have to say that with the usage of only this method for improvement and achievement desired result, there is no guarantee that it will ensure organization's survival and prosperity. It is extremely important to emphasize that apart from this method there are several other activities which seek to make the organization more effective. As one of the handbooks for organizational studies asserts, there are such typical activities for organizational development:

§ Introducing new structures or processes;

§ Working with teams to accelerate their development;

§ Improving cross-department relationships;

§ Embarking upon change management programs;

§ Improving learning opportunities for individuals and teams Understanding organizations: Part 1, Tony Greener, Tony Greener & Ventus Publishing ApS, 2010.

1.5 The principle of Integration

Returning to the core subject of theory Y it has to be noted that central principle which this theory transpires, refers to integration process, which means “the creation of conditions such that the members of the organization can achieve their own goals best by directing their efforts toward the success of the enterprise” The Human Side of Enterprise, Douglas McGregor, McGraw-Hill book company, USA, 1960. Generally, it implies that people working for the same organization should recognize both individual's and organization's needs. And what is more important - the fact that according to assumptions of theory Y, organization will perish unless integration is achieved there.

As might be expected, integration implies that people are working together so that their organization succeeds and they all have a possibility to share the resultant reward. However, it seems incomprehensible that employees, while satisfying their own needs and aspiring their own aims, would complete the organization's goals. The principal idea which lies in this supposition indicates management's implicit assumption about adjusting of all workers to the requirements of organization they work in. Moreover, in McGregor's opinion, “this can lead to anarchy, chaos, irreconcilable conflicts of self-interest, lack of responsibility, inability to make decisions, and failure to carry out those that were made” Same.

In order to prevent all these consequences, organization's managers should create such conditions that all the members of this organization will conceive the fact that if they guide their efforts in the direction of the success of their organization, they will be able to achieve their own goals. This is the principal question which all managers or superiors of the organization should find the solution to. In case of youth organizations this is especially important since the achievement of organizational objectives depends on the commitment of young people to those objectives. If the superiors of these organizations create such necessary conditions, their volunteers will be able to exercise self-control while working and discharging their duties.

Thereby, Douglas McGregor emphasized the significance of workers' higher-level needs satisfaction since this can lead to the improvement of managerial capacity. In this motivation-need satisfaction assumption he referred to Maslow hierarchical pyramid of needs, which is considered to be the most famous and influential in terms of applying it into practice. He proposed that there are five basic categories of human needs which we can apply to everybody while investigating people's behavior. Basically, his assumptions regarding these categories are formulated as follows:

1. The first level of hierarchical pyramid concerns physiological needs, which are the needs for oxygen, water, food and sex.

2. The second level - safety needs, which are the needs for protection against danger and the deprivation of physiological needs.

3. Next level - social needs, which are the needs for love, affection and acceptance as belonging to a group.

4. The forth level - esteem needs: the need to have a stable, firmly based, high evaluation of oneself (self-esteem) and to have the respect of others (prestige).

5. And the last level - self-fulfillment need, which is the need to develop potentialities and skills, to become the best one is capable of becoming A handbook of human resource management practice, Michael Armstrong, 10^th edition, Kogan Page Limited, USA, 2006.

In his need theory of motivation, Maslow claims that when a need from lower level is satisfied, the turn comes to higher level need, and individual starts to pay attention on this need. As I mentioned before, in Maslow's opinion, an unsatisfied need becomes dominant and can motivate his behavior. Likewise, young people who are working as volunteers for these youth organizations are willing to satisfy their social, esteem and self-fulfillment needs. Moreover, according to Abraham Maslow, these higher-level needs gain strength whenever they are satisfied. However, he emphasizes the significance of job that people do: if tasks are routine or deskilled, it does not necessarily mean that people will satisfy their needs while doing this job.

Robert Kreitner also highlights the importance of job characteristics as one of key elements in explaining employee behavior. He feels certain about five aspects which underlie prevailing theories of human motivation: instincts, needs, rewards, cognitions, and job characteristics. Kreitner believes that “an instinct represents an inherited or innate predisposition to behavior in a certain way” Organizational behavior, Robert J. Kreitner, Angelo J. Kinicki, Library of congress, USA, 1989. In other words, theories which hang upon instincts explain human behavior with regard to unconscious motives. Needs are quite intelligible aspect, they basically have reference to goal-directed behavior. While rewards relate to consequences arising from their behavior, mental cognitions are considered to be a function for this behavior. Therefore, “human behavior is viewed as the result of rational and conscious choices among alternative courses of action” Same.

Moreover, Robert Kreitner depicted the subject of motivation as a puzzle. It illustrates alternative interpretations (five key aspects of motivation theories) which are composed as a psychological puzzle. Mangers/leaders in the organization can learn very significant lessons about workers' motivation from each inherent piece of puzzle. Their main objective here is to choose such motivational techniques which will be best suited to workers of this organization and situation which is happening.

Same

Similarly youth organizations leaders have to acknowledge this psychological puzzle since each piece of it is of great importance for their work. Thus, instincts are related to young people aggression, which is uncontrolled and unconscious aspect of their behavior in such age. Needs are highly relevant for these cases as well since being young people the individuals predominantly have their main objective to direct their behavior in a certain way in order to achieve beneficial results which can influence their future. Certainly, they are willing to have worthwhile rewards which will result in favorable consequences which, in turn, will again have an important impact on their future career or life perspectives. Mental cognitions are also supposed to be a focus of youth organization leaders because the members of such organizations are in the process of formation of their moral values, strongly-held beliefs, and life expectations. And, finally, job characteristics are essential aspect to consider as well for the sale of challenging tasks which are very indispensable for young people. The reason for that lies in the assumption that “young members of our society cannot stand routine work: they hate slow and dull processes” The fundamentals of workplace learning: Understanding how people learn in working life, Knud Illeris, Routledge Taylor & Francis Group, New York, 2011. They do prefer being active and fulfilling daunting tasks along with resolving tricky situations.

One of the most important aspects which we should pay attention to is the age of workers. In our case these are young people who have special needs which are characteristic for their age. We have to bear in mind the fact that needs change among people with time and age. As youth grow older, the need for knowledge, understanding and self-actualization appears. It becomes a more valid motivator for their behavior since they are willing to find themselves and their place in the world. Therefore, all people are different, and it is highly important to remember that what motivates one person may not work for another. In any case, each manager has to start his managerial approach with relying on this framework, meanwhile developing individual plans regarding workers in this organization.



1.6 Work motivation and satisfaction

Coming to the key research question of this paper, it has to be mentioned that all the organizations regardless of its type, form and activities they do, are concerned with the performance of their workers and what should be done in order to maintain or improve the level of their performance. Basically it leads to the idea of motivating people through different factors which are relevant for each individual in the organization. They can differ from person to person: someone can be motivated through rewards or fair leadership, while another person can be motivated only through work he does, in particular, the responsibilities he has or job characteristics he performs. The fundamental objective of each manager or leader in the organization is to develop convenient motivation processes and create a pleasant work environment that will assist him in assurance that all the workers achieve desired results in accordance with their expectations of organizational and personnel management.

Fundamentally motivation theories imply the consideration of motivation processes. In other words, these theories are able to explain why people in the organization behave in a certain way. It means that motivation theories account for individuals' behavior in accordance with efforts they make and actions they perform. Moreover, they describe necessary steps for organizations which they can take in order to encourage their workers to integrate their own needs with the organization's goals and objectives. And, finally, it is concerned with such a thing as job satisfaction. It implies specifically driving forces which contribute to this state of job satisfaction along with its impact on their performance in organization's activities. All these aspects are truly important for organizational effectiveness. If manager or leader of the organization bears in mind these ideas and deals with all these questions, his organization will succeed both in brilliant performance and internal environment.



1.7 The definition of work motivation

First of all, the principal question arises: what is motivation? Let's start with the definition of this concept. It is commonly known that a motive is considered to be the reason for doing something. Therefore, motivation is associated with the influential factors which have an impact on individuals' behavior in a certain way. This is quite comprehensible definitions, which do not require an academic verification. However, I decided to appeal to some dictionary explanations. For instance, according to Encarta dictionary, to motivate means “give somebody incentive” or “make somebody willing” Management basics, Susan Quinn, 1^st edition, free eBooks bookboon.com, 2010. So, basically, this is a leading objective of each manager. He is supposed to aspire to achieve the best from each worker in the organization. More importantly, he's got to motivate different members in diverse ways, whereas motivating all of them as a whole group. Youth organizations, in this regard, do not differ from any other organization. They also require building of a pleasant and satisfying work environment which should be established with a spirit of trust, mutual effort and cooperation between the core team (or chairpersons) and other members of the organization (activists).

It is important to note that there are three components of motivation process which were listed by Arnold and Robertson in their book “Work psychology”:

§ Direction - what a person is trying to do;

§ Effort - how hard a person is trying;

§ Persistence - how long a person keeps on trying Work Psychology, Arnold J, Robertson I T and Cooper C L, Pitman, London, 1991.

In other words, motivation can be described as a process of making a sustained effort based on individual's goal-directed behavior. For the most part, people are highly motivated when they expect something in return. In short it means that after a course of actions they do it is likely to attain a goal or receive a valued reward - anything that can satisfy their needs. It is truly difficult for managers to understand psychological processes which motivation represents. Terence R. Mitchell, professor of management in Foster School of business (university of Washington), defined motivation as “those psychological processes that cause the arousal, direction, and persistence of voluntary actions that are goal directed” Motivation: New Direction for Theory, Research, and Practice, Terence R. Mitchell, Academy of management review, Vol. 7, 1982. As soon as managers understand these psychological processes of their workers, they will be able to successfully guide their employees towards achieving organizational objectives.

1.8 The emergence of motivation

It is also necessary to understand how motivation is initiated and to define key stages in the strengthening of the motivation process. Michael Armstrong is convinced that “motivation can be initiated by conscious or unconscious recognition of unsatisfied needs” A handbook of human resource management practice, Michael Armstrong, 10^th edition, Kogan Page Limited, USA, 2006. These needs, in turn, create wants and wishes, which are aimed to achieve some result. Then individual establish a goal which he believes will satisfy these emerged needs. Thereafter he chooses a certain behavior pathway which is supposed to assist him in reaching this goal. And, finally, if this goal is reached, the need which was emerged at the first stage of this process will be satisfied. Michael Armstrong draws a plain scheme of a needs-related model, which shows these four key stages of a motivation process:



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Interestingly, that in the subsequent this person will repeat such behavior since it is likely to satisfy similar need again next time. Clark Leonard Hull named this process of repeating successful behavior as “reinforcement” or the law of effect Essentials of Behavior, Hull C, Yale University Press, New Haven, CT, 1951. He claimed that individuals' habits are associations between stimulus and response. His explanation of reinforcement system implies that in learning processes the habits of person are originally formed by reinforcing certain behavior. To put it another way, he argued that the satisfaction of emerged needs helps individual to form habits from performed behavior.

1.9 Types of motivation

Motivation at workplace can occur in two ways: individuals can be motivated by themselves or by management. In the first case they are motivated through carrying out their work which further satisfies their needs or at least which can make an expectation about achievement of their goals. In the second case people at work are motivated through such managerial methods as payment, praise, acknowledgement, promotion, etc. Therefore, Frederick Herzberg identified two types of motivation: intrinsic and extrinsic:

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