The Benefits of Employee Motivation:
In an organization, employees are the key resources through which all the other objectives are achieved. Motivation is a power that strengthens behavior, gives route to behavior, and triggers the tendency to continue (Farhad, 2011). Employees can be defined as people who are recruited and selected by a company to carry out specific undertakings. Present Day business success is highly dependent on customer fulfillment which has led to the satisfaction of customer needs being a key priority of any organization in the world. Regardless of this, a notable amount of companies are ineffective in the contentment of their internal customers, better known as their employees (Gupta, 2013). Organizations, regardless of industry and size, strive to create a strong and positive relationship with their employees. However, employees have various competing needs that are driven by different motivators. For example, some employees are motivated by rewards while others focus on achievement or security. Therefore, it is essential for an organization and its managers to understand what really motivates its employees if they intend to maximize organizational performance (Welsh, 2016).
There are two specific types of motivation: financial and non-financial. Let`s focus on ways the employers can motivate employees using financial means as well as non-financial recognitions. In this day in time, there is not always a plentiful amount of money to spend on motivation, so it is important to understand how managers can make their employees feel important. Both types need to be executed in a strategic way to provide the best results (Burton, 2012).
Benefits of Motivation
Everyone works in expectation of some rewards, and welfare (Chao Hong, 1995). In order to understand the impact of employee benefits on employees′ work motivation and productivity, questionnaires were sent to corporations which had undertaken employee benefit programmes. Some of the significant results of this study are: employee benefit programmes have greater impact on work‐motivation than on productivity; monetary benefit programmes are most highly valued by both executives and workers; there is a cognitive gap between management and worker on the importance of employee benefit programmes; different genders have different benefit demands; unmarried employees, more than married employees, perceive that employee benefits have a greater impact on job performance (Wang, 1995 ) Employees with different education levels and positions perceive different employee benefit impacts; and employee benefit programmes have greater influence on younger employees′ job performance (Research Gate ,1995).
Nestle, always takes these 5 top approaches to motivate:
1. Say thank you, with meaningful gifts
2. Put it in writing
3. Give employees career-development opportunities
4. Endorse a healthy lifestyle
5. Use Food service Rewards as incentive
(Source: Management theories Nestle, 2014)
Motivation is the set of forces that initiates, directs and makes people persist in their efforts to accomplish a goal. Motivating employees can be a manager’s biggest challenge. Employee motivation is a key to the overall effectiveness of an organisation. In studies in which goals were clear, compensation was adequate, and a significant amount of support for merit pay plans existed, resulted in positive outcomes (Perry et al., 2009).Today in a world of competitive corporate environment, every company regardless of scales and markets is striving to gain competitive advantage to perform better and to achieve productivity and effectiveness. In order to do that, it is important for an organization to clearly define its objectives, and to know how to do it well with the use of available resources (Nguyen, 2017). However, mentioning an organization’s resources, it is the human resources that fill all the gaps between each step to success. Employees are the one who use their competencies and knowledge to provide support to the company as the way of achieving goals. Organizations across the globe that consider their human resources as a central core of the business and continuously increase the level of their employees’ motivation and performance tend to be more effective (Adi et al., 2000)
Nestle Lanka PLC: A Diverse Workforce, Recruitment and retention – The organization promote diversity by ensuring equal representation of gender amongst candidates and select potentials based on employee’s merits and skills. Train line managers to eliminate bias during the selection process. Post these training sessions, establish focused development plans, which are monitored regularly. Empowering young females to find employment - To attract more qualified females to the firm’s factory and sales teams, Nestle began to build relationships with educational institutions in key towns across the country, to help reach potential female candidates for openings in suitable areas. Flexible work arrangements – Nestles offer flexible work arrangements for primary caregivers, allowing them to work from home in the event of a family emergency. The organization also offers special resources and support services for pregnant and breastfeeding mothers (Annual Report, Nestle Lanka PLC, 2017).
Maslow’s Hierarchy of needs
(Source: Cherry, 2018)
The psychologist Abraham Maslow developed a theory that suggests humans, are motivated to satisfy five basic needs. These needs are arranged in a hierarchy. Maslow suggests that employees seek first to satisfy the lowest level of needs. Once this is done, employees seek to satisfy each higher level of need until we have satisfied all five needs (Cherry, 2018).
According to Tanner (2018) the five levels are as follows
1. Physiological Needs (basic issues of survival such as salary and stable employment)
2. Security needs (stable physical and emotional environment issues such as benefits, pension, safe work environment, and fair work practices)
3. "Belonging" Needs (social acceptance issues such as friendship or cooperation on the job)
4. Esteem needs (positive self-image and respect and recognition issues such as job titles, nice work spaces, and prestigious job assignments.)
5. Self-Actualization needs (Psychological process aimed at maximizing the use of a person’s abilities and resources. This process may vary from one person to another (Couture, 2007).
The Physiological (Physical) stage: Breathing, food, water, sex, homeostasis, these are biological needs which consist of the need for oxygen, food, water, and a relatively constant body temperature. They are the strongest needs because if a person were deprived of all needs, it is these physiological ones that would come first in the person's search for satisfaction (Cherry, 2018).
The Safety stage: security of body, employment, resources, morality, the family, health, property, when all physiological needs are met and are no longer controlling thoughts and behaviors, the needs for security can become active ( Hasan , 2017).
The Love / Belonging stage: Friendship, family, when the needs for safety and for physiological well-being are satisfied, the next class of needs for, affection and belonging can emerge. Maslow states that people seek to overcome feelings of loneliness and alienation. This involves both giving and receiving affection and the sense of belonging (Simons et.al, 1987).
The esteem stage: Self-esteem refers to the positive (high self-esteem) or negative (low self-esteem) feelings that have about human beings. Experiencing the positive feelings of high self-esteem when one believes that are good and worthy and that others view people positively (Tafarodi & Swann, 1995).
The self actualization stage: Abraham Maslow popularized the concept of self-actualization as a process an individual undergoes through life. He believed that most mentally healthy individuals follow a path called growth motivation that allowed them to self-actualize and realize their true potential as they grow older and mature. Maslow’s theory of self-actualization is synonymous with seminal psychological, philosophical, and religious theories that support the noble human transition from self-indulgence to selflessness and altruism (The Humanistic Psychologist, 2016) According to Maslow, these needs, which are arranged in a hierarchical order of importance, i.e. physiological, safety, social, esteem and self-actualization, are universal and thus apply to all employees and workplaces (Adina and Medet 2012).
The organization I work now is a leading organization selling motor cars, the support, motivation & resources provided are according to Maslow`s Hierarchical needs diagram as follows.
Physiological Needs: an attractive remuneration package is offered on par with industry`s norms & this covers the basic needs of every employee.
Safety Needs: This is a very essential requirement by all humans, irrespective of the cadre such as at Office or at home. Employment itself is a safety factor for better living & to be supplied with health related rationales & other needs. A medical facility scheme & a health insurance scheme are implemented for every employee and job security. The organization provides family medical insurance, and after six months of probation is absorbed in to the permanent carder.
Love & belonging: A friendly atmosphere, with better working relationships between subordinates and superiors, along with team spirit building activities such as Training & development seminars are conducted for employees. Annual get together for Xmas & Annual Trip are the evidence.
Esteem Needs: Depending on experience & seniority, employees are being elevated timely in this organisation. Annual award ceremony is another evidence for recognition of efforts & achievements. Senior managers are provided with luxury motor vehicles and other allowances such as for entertainment and foreign travel holidays
Conclusion & Recommendation
As per findings, motivation does wonders to careers as employees are energized and sprit is being uplifted .The relevant job specific knowledge transferring & monetary & non-monetary reward scheme`s are announced & confirmed the employees are highly motivated to run the extra mile without any hesitation. In fact, morale has a huge impact on the success of a team. Therefore, managers must identify de-motivated employees, and uncover the route cause, and implement a strategy to improve employee morale.
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Yes Hemendra, it is a proven factor that motivation is enhancing employee performance. However, management should tailor different motivational strategies to different employee levels. According to Ghaffari et al. (2017), different motivational factors influence employees differently. They further stated that responsibility and fringe benefits found to be more influential factors that motivate employees. As employees are not always same, management should adhere different motivational strategies to their employees (Randall et al., 2006). Doyle (2015) recommends that an organization should highlight the benefits available for employees, initiate training and recognition programs and management should offer feedback and support to motivate employees.
ReplyDeleteThanks Chathurika for your valuable comment, also performance are changed & improved in an affirmative manner.as per this statement made on "The influence on Job performance journal article, Motivational encouragements of workforce contribute to a higher quality of human resources and better performance in organizations. Motivation in governmental and non-governmental organizations is vital and needed because it could change and improve the performance of workers in an affirmative manner (Aarabi et al., 2013).Further stated "Bateman and Snell (1996) argued that motivation is the power that invigorates, and directs the work of a person towards the accomplishment of an objective. As a result, motivation is one of the most important issues and an effective factor on job performance and a necessity for leading the employees towards major objectives.
DeleteYes Hemendra. Employee motivation is a vital factor for the employees and organizations in order to perform well. a positive motivation eventually leads to an effective & efficient performance. Motivation is a set of courses concerned with a set of strength that enhance performance and directs towards accomplishing targets and objectives (Kalimullah et al, 2010). Employee motivation is one of the policies of managers to increase effectual job management among employees in organizations (Shadare et al, 2009). According to Salman et al. (2010), Job satisfaction is directly connected with internal work motivation of employees that enhances as the satisfaction of employees increases.
ReplyDeleteThanks a Lot for your valuable comment. Also adding up further to your comment, Maryam.T, ( 2014) says, Every organization and business want to be successful and have desire to achieve long- lasting progress. Only few organizations believe that the employees of the organization are its main assets that can lead
Deletethe organization to long-lasting success. Modern markets are highly competitive and organizations regardless of their sizes are facing employee retention challenges. To overcome these restraints, a strong and positive relationship should be created and maintained between employees and their Organizations. Unless and until, the employees of an organization are satisfied, are motivated for the tasks fulfillment and goals achievement, no organization can progress or achieve success. Therefore its practiced and a proven factor on Employee Motivation as a Benefit.
This comment has been removed by the author.
ReplyDeleteThe article provides a good insight of Employee motivations further its very much accepted that motivation is “inside another person’s head and heart” (Khadim et al).Employee Performance basically depend on many factors like performance appraisals, employee motivation, Employee
ReplyDeletesatisfaction, compensation, Training and development, job security, Organizational structure
Employee motivation is one of the responsibilities of managers to increase effectual job management amongst employees in organizations (Shadare et al, 2009). A motivated employee is responsive of the definite goals and objectives he/she must achieve, therefore he/she directs its efforts in that direction. Rutherford (1990) reported that motivation formulates an organization more successful because provoked employees are constantly looking for improved practices to do a work, so it is essential for organizations to persuade motivation of theiremployees (Kalimullah et al, 2010).
Thanks a lot for valuable comments Amali, (Hafiza S et al,2011),says that the staff of any industry are key resources to that industry’s success. Human asset in the 21st century is considered the most important asset of any company
DeleteHemendra, yes there are financial and non-financial motivators, when taking into account financial motivators would include salaries, bonus and individual incentives while the non-financial motivators would be working condition, job status, job security, job enrichment (Zameer et al). Motivation will lead to the fact that employees of the organization will effectively perform the duties and responsibilities (Azar and Shafighi, 2013).
ReplyDeleteThanks for your Valuable comments,Catherine.G(2014) staes that, Job satisfaction and employee retention is derived from employee motivation. Employee motivation is derived from mainly the rewards employee is granted at the workplace in order to motivate them, which can either be financial or non-financial. With the harsh economic times
ReplyDeleteand the decreasing power of money as a motivator, it has become necessary to look into various non-financial rewards that motivate employees effectively, those whose effect lastmore, and are valued by employees. The study aimed at establishing the perceived relationship
between non-financial rewards and employee motivation at Impact Marketing (K) Limited. In attempting to achieve the objectives of the study, a case study research design was adopted. A questionnaire was used to collect data on strategic capabilities used by the organization in gaining competitive advantage. The data obtained from the questionnaire was analyzed qualitatively using descriptive analysis. The study established that the company has put in place
several non-financial incentives to motivate employees .The respondents noted that since the company has established these non-financial rewards as a means to motivate them, they felt that these non-financial rewards motivated them to a great extent, and were very important to them, and thus it was important to use is financial rewards to motivate them.
Dear Hemendra, adding further to your blog, Huczynski and Buchanan (2007) claimed that “Motivation” is an assortment of goals in the direction of which human behavior is focused; the process through which those goals are chased and achieved and the social factors involved. And also, Intrinsic and extrinsic types of motivation have been widely studied in the world today.
ReplyDeleteExtrinsic motivation comes under tangible rewards such as salary, fringe benefits, security, promotion, contract of service, the work environment and conditions of work. Above mentioned tangible rewards are identified at the organizational level and is outside the control of managers (Mullins, 2005).
Intrinsic motivation is “psychological‟ rewards such as opportunity to use one’s ability, a sense of challenge and achievement, receiving appreciation, positive recognition, and being treated in a caring and considerate manner. The psychological rewards are identified by the actions and behavior of individual managers (Mullins, 2005).
Thanks for your Valuable comment Nipuni, In European Journal of Business Management , Rizvan.M, (et al 2016) further sate that, Intrinsic Rewards An intrinsic reward actually fulfills employee’s intrinsic factors or motivators and thus motivates him. Examples
ReplyDeleteinclude; giving challenging task, involving in decision making process, giving a higher rank in hierarchy etc. all these rewards do not required to have increased salary as well and employee may be working at higher management rank without an increase in the salary and still more motivated. Also, Nelson (2004) notes that “praise and
recognition are the most efficient intrinsic reward that enhance employee’s performance”. Jensen et al (2007) see “intrinsic reward as a tool that motivate employees to perform as expected". Stoner and Freeman (1992) defined intrinsic rewards as the” psychological reward that is experienced directly by an employee”. 2.3. Extrinsic Rewards
An Extrinsic rewards actually fulfills employees extrinsic factors or hygiene factors and thus do not let him start thinking about leaving the company. Examples include; pay rise, bonuses, paid leaves, annual recreational plans etc. Ahmed (2009) confirms that there is a statistically significant relationship between reward and recognition respectively, also motivation and satisfaction. Carraher et al (2006) advocate that there should be an effective extrinsic reward system to retain the high performers in the organization and reward should be related with their productivity .Another fact that can be observed from the above discussion and examples is that intrinsic rewards are mostly qualitative in nature and cannot be quantified for example more respect, recognition etc. Whereas extrinsic rewards are more of a quantitative in nature. European Journal of Business and Management www.iiste.org
We, as human beings, work for money, but also for many other things too, such as achievement, recognition, advancement, growth, responsibility, and the work it-self (Herzberg 1987) Employee empowerment has been promoted as a way to increase motivation (Kaplan & Norton 1992, 1996). Empowerment gives employees a feeling of control, efficiency and impact. It creates a sense of freedom in making choices and the ways how to work, and work involvement; the feeling of responsibility and the ability to carry out work in a satisfactory manner; and the feeling of achievement when the task is accomplished within expectations and with desired outcomes.
ReplyDeleteDear Jancy, Thanks for your valuable in put. Also ,Most employers today would like to have their employee’s motivated and ready to work, but do not understand what truly motivates a person. Companies could be more efficient if the employees had an invested interest in the future of the company. There are essential needs to be met for a person, specifically an employee, to succeed in the workplace. I will examine
Deletedifferent theories of motivations, how they are relevant to the workplace, and how employers can implement the theories to ensure happy and motivated employees. The most important theories include: Maslow’s hierarchy of needs, Herzberg’s two-factor theory, Aristotle’s seven causes, and the different types of motivation. Each theory is related in the fact that there are needs for all people to meet. Every employee is at a different stage in their lives, which requires different management techniques. It is shown that motivation must come
from within the employee. The theories investigated will help describe how managers can influence their employees to self motivate and produce the best work possible. There are two specific types of motivation: financial and non-financial. I will focus on ways the employers can motivate their employees using financial means as well as non-financial recognitions. In this day in time, there is not always a plentiful amount of money to spend on motivation, so it is important to understand how managers can make their employees feel important without breaking the bank. Both types need to be executed in a strategic way to provide the best results. Lastly, I will focus on how managers are able to implement these types of motivation into their specific work place. This will show how motivation is important to all industries, and how it can change and impact the amount sales a company performs. Motivated employees will in turn create a successful company. Kelly.B( 2012)
This is a wonderful Blog Hemendra. Also the Herzberg’s Theory of Two Dimensions of Motivation to Work (Dvořáková, 2007), or also Herzberg’s Two Factor Theory (Landy & Conte, 2010), or Herzberg’s Two-Factor Model (Armstrong, 1999) divides motivation factors into two groups with different functions and status: motivators of internal needs – satisfactors concerning the need to develop profession and improve skills of each individual; Herzberg names these factors as the most effective component of motivation to work and they lead not only to job satisfaction, but also improved performance. Hygiene factors – dissatisfactors form an important base of the first group – satisfactors – and serve mainly to prevent dissatisfaction with employment. These factors are related to company management, its leadership, working conditions, administrative procedures and fair remuneration, etc.
ReplyDeleteThis comment has been removed by the author.
DeleteDear Prashanth, Thanks for excellent comment by you on my blog, also Frederick Herzberg’s two-factor theory and assesses its application and relevance in understanding the essential factors that motivate the Ghanaian worker. The two-factor theory of motivation explains the factors that employees find satisfying and dissatisfying about their jobs. These factors are the hygiene factors and motivators. The hygiene factors when absent can lead to dissatisfaction Frederick Herzberg’s two-factor theory and assesses its application and relevance in understanding the essential factors that motivate the Ghanaian worker. The two-factor theory of motivation explains the factors that employees find satisfying and dissatisfying about their jobs. These factors are the hygiene factors and motivators. The hygiene factors when absent can lead to dissatisfaction in the work place but when fully catered for in the work environment on their own are not sufficient to satisfy workers whereas the motivators referring to the nature of the job, provide satisfaction and lead to higher motivation. This paper adds to the understanding of what motivates the Ghanaian worker most and Frederick Herzberg’s two-factor theory and assesses its application and relevance in understanding the essential factors that motivate the Ghanaian worker. The two-factor theory of motivation explains the factors that employees find satisfying and dissatisfying about their jobs. These factors are the hygiene factors and motivators. The hygiene factors when absent can lead to dissatisfaction in the work place but when fully catered for in the work environment on their own are not sufficient to satisfy workers whereas the motivators referring to the nature of the job, provide satisfaction and lead to higher motivation. George. K ( 2011)
DeleteDear Hemendra, yes as you mentioned it is a major role of the managers to identify de-motivated employees, and uncover the route cause, and implement a strategy to improve employee morale because nowadays, there is rapid growth of competitors for any businesses. Furthermore, as per Mohsen et al.(2004) state that employees are the real assets of an organisation. Whereas, the authors emphasized employee are considered as the engine of any company.
ReplyDeleteSimilarly, Tella et al(2007) stress that job of a manager is to get things done by the employees. Moreover, managing the employees in a organisation is a centralized and integrated part in the overall management process. Importantly, to successfully do the integral part of the process the manager ought to be skillful and possess the ability to motivate the employees adequately (Geomani,2012).
So that, it is clear that an employee should be motivated adequately which means sufficiently, where the employees should reach their satisfactory level.
Dear Niroshini, Thanks for your comment and I would like to add further , One of the most important goals of every organisation is to have employees who are highly performing and are motivated to work at all time. Achieving this dream has been cumbersome because of dynamic and complex behavior of workers. The subject matter of this thesis aims to analyze effective
Deleteways through which employees can be motivated so that high performance will be attained within the company. Therefore trained and skillful managers should handle such tasks. To have a deeper meaning of what employee motivation really is, five theories of motivation were taken into consideration. These theories include; Hierarchy of needs theory, Two factor theory, The carrot and stick theory, Reinforcement theory and Theory x and theory y. There was an analysis in the relationship between employee motivation and performance. Furthermore, the views of some managers in leading companies in the USA, Asia and Scandinavia on motivation were considered. In addition, this thesis also examined how cultural values and differences influence employee motivation based on Hofstede’s value typology.New Life Enterprise represents the case study where an empirical study was conducted. Questionnaires were designed and interviews conducted to get first hand data concerning the opinions of the employees and manager on how motivation is practiced in New Life Enterprise. After an assessment of the theories in relation to the empirical study, the results obtained uncovered the fact that most elements of motivation were neglected by the management of New Life Enterprise which could have been in action to constantly stimulate employees. Recommendations were made which will enable the management of New Life Enterprise to adjust its motivation structure such that workers needs are effectively met thereby motivating these workers to put in their best. (Titi .M 2015)
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ReplyDeleteWell said Hemendra. According to the definitions and explanations given by many authors, I would like to elaborate more on the captioned topic.
ReplyDeleteContent theories such as Maslow’s hierarchy of needs, Herzberg’s two-factor theory, Alderfer’s ERG theory and McClelland’s acquired needs theory, critical needs in employee motivation consider to be focused on recognizing and understanding employees’ needs in which organizations may fulfil these needs to optimize employee motivation. Process theories such as Adams’s equity theory, Locke and Latham’s goal-setting theory, Vroom’s expectancy theory and Skinner’s reinforcement theory, attempt to make clear why employees have different needs, why there’s a different in their needs, how and why they try to fulfil their needs in different ways and how they evaluate need satisfaction (Govender and Parumasur,2010).
However, nowadays in the current fierce and complex market competition, employee motivation is considered as one of the most vital and complex task. Employee motivation consists of set of internal as well external factors. This is an absolute challenge for every employer as they need to be more focused on in enabling an enjoyable work place or work culture that allow to fulfill employee’s needs and expectation. It is suggested that employers should pay more attention on the work culture that offers friendly and respectful working environment that also provides a feeling of inclusiveness which eventually enhance the productivity and the contribution towards accomplishing the goals (Khuong and Hoang, 2015). It is also sated that motivated employees have well-defined goals, have a sense of duty that they need to perform and effectively operate in a manner to achieve the goals since they are aware that it will satisfy their own needs as well as company end objectives (Němečková, 2017). It is also stated that differences in corporate or organizational culture, commitment of employees to organizational values and beliefs, different levels of job satisfaction and employee motivation are the key determinants of organizational success through powerful impact both on productivity and on profitability (Roos and Eeden, 2008).
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DeleteDear Nilee,Thanks for your valuable comment,Also Ovidui.I (2013) says, The majority of organizations are competing to survive in this volatile and fierce market environment. Motivation and performance of the employees are essential tools for the success of any organization in the long run. On the one hand, measuring performance is critical to organization’s
Deletemanagement, as it highlights the evolution and achievement of the organization. On the other hand, there is a positive relationship between employee motivation and organizational effectiveness, reflected in numerous studies. This paper aims to analyze the drivers of employee motivation to high levels of organizational performance. The literature shows that factors such as empowerment and recognition increase employee motivation. If the empowerment and recognition of employees is increased, their motivation to work will also improve, as well as their accomplishments and the organizational performance. Nevertheless, employee dissatisfactions caused by monotonous jobs and pressure from clients, might weaken the organizational
performance. Therefore, jobs absenteeism rates may increase and employees might leave the organization to joint competitors that offer better work conditions and higher incentives. Not all individuals are the same, so each one should be motivated using different strategies. For example, one employee may be motivated by higher commission, while another might be motivated by job satisfaction or a better work environment. The majority of organizations are competing to survive in this volatile and fierce market environment. Motivation and performance of the employees are essential tools for the success of any organization in the long run. On the one hand, measuring performance is critical to organization’s management, as it highlights the evolution and achievement of the organization. On the other hand, there is a positive relationship between employee motivation and organizational effectiveness, reflected in numerous studies. This paper aims to analyze the drivers of employee motivation to high levels of organizational performance. The literature shows that factors such as empowerment and recognition increase employee
motivation. If the empowerment and recognition of employees is increased, their motivation to work will also improve, as well as their accomplishments and the organizational performance. Nevertheless, employee dissatisfactions caused by monotonous jobs and pressure from clients, might weaken the organizational performance. Therefore, jobs absenteeism rates may increase and employees might leave the organization to joint competitors that offer better work conditions and higher incentives. Not all individuals are the same, so each one should be motivated using different strategies. For example, one employee may be motivated by higher commission, while another might be motivated by job satisfaction or a better work environment.
Dear Hemendra employees are likely to be motivated to improve their performance with employee recognition. Recognition is the acknowledgement, appreciation, or approval of the positive accomplishments or behaviors of an individual or team (Caligiuri et al., 2010; Nelson, 2005; University of Iowa, 2009). According to Gostick and Elton (2007), recognition refers to praise or a personal note acknowledging achievements including small gestures that are important to employees. Based on a survey of 200,000 employees, Gostick and Elton (2007) conclude that if employee recognition is conducted properly, it can increase profitability and customer service levels through better motivated set of employees. Therefore recognition is an important tool for managers, business owners and HR professionals in promoting employee motivation and organizational success. Allen and Helms’ (2002) research confirmed the importance of regular expressions of appreciation by managers and leaders to encourage behavior of employees to reach strategic goals(Mussie,Kathryn and Abel,2013).
ReplyDeleteDear Nadee, Thanks for your comment , as stated by Robert Eisenberger and Florence Stinglhamber (2011) , Today’s constantly changing work environment is fraught with job uncertainty, frequent mergers and acquisitions, and a general breakdown of trust between employer and employee. More than ever, it is critical for managers to proactively shift away from devaluing employees as marginal capital to empowering them as human capital. “Perceived organizational support” — employees’ perception of how much an organization values their contribution and cares about their well-being — mutually benefits both employees and their organizations and is integral to sustainable employer–employee relationships. Using organizational support theory and evidence gathered from hundreds of studies, Eisenberger and Stinglhamber demonstrate how perceived organizational support affects employees’ well-being, the positivity of their orientation toward the organization and work, and behavioral outcomes favorable to the organization. The authors illustrate these findings with employee experiences and strategic approaches of major organizations such as Southwest Airlines, Wal-Mart, Costco and Google. Organizational psychologists, management consultants, managers, and graduate students will obtain a clear understanding of perceived organizational support and the practical knowledge needed to foster its development and positive outcomes.
DeleteHi, Schaufenbuel(2015) says that by understanding the reasoning behind employees’ actions, and using those results to motivate them, you can improve business performance. In addition to being more highly engaged, motivated employees handle uncertainty more easily; are better problem-solvers; have higher levels of innovation, creativity, and customer-centricity; are more profitable; create higher levels of customer satisfaction; and increase employee retention rates. Knowing what types of employees you have in your ranks is important to understanding motivation, as well. When it comes to engagement, Gallup (2016) says there are three:
ReplyDeleteEngaged: work with passion and feel a profound connection to their company. They drive motivation and move the organization forward.
Not engaged: are essentially “checked out.” They’re sleepwalking through the workday, putting time not energy or passion into their work.
Actively disengaged: just aren’t happy at work; they’re busy acting out their unhappiness. Every day, these workers undermine what their engaged co-workers accomplish.
As can be expected, actively disengaged employees do the most damage. As Gallup notes, “These employees are emotionally disconnected from their companies and may actually be working against their employers' interests; they are less productive, are more likely to steal from their companies, negatively influence their coworkers, miss workdays and drive customers away.”
Dear Ricky, Thanking to your valuable comment, I would like to add further as stated by Catherine.L (2013) ,Employees enter a workforce with the intent to work hard and do a good job. This is human nature, according to author John Roulet in a 2009 "Forbes" magazine piece. Managers should therefore work toward preventing demotivation in employees. In seeking a work environment that includes clear direction, personal respect and the resources they need to do their job, quality employees will leave for the competition. On the flipside, a company with an environment that prevents demotivation, or includes the financial compensation and recognition of a formalized motivation program, will retain good workers.
DeleteDear Hemendra „If employees feel good in my company, they will surely take care of my customers”. This ought to be one of the principles a manager must build his/hers motivational system. Yerkes-Dodson`s law should not be forgotten: the performance grows through increasing the motivation, but only to a limit. Exceeding that limit can lead to a decrease of efficiency (the balance between production and production capacity will be perturbed). The proper employees` motivation is considered to be a philosophical management problem, regarding the relationships with the subordinates. We must take into account that there can be a better HR management through an efficient motivation and recognition system. There should be a standard to evaluate the performances and how to allocate of the rewards. The promotion opportunities should be more open by increasing employees' skills through courses. The company ought to encourage the personal skills development and potential, to stimulate employees who fulfill their tasks perfectly. In case of new employees, the organization must show support for them and invest in creativity and initiative. Also, there must be a better performance dissemination (Ioan,Larisa and George,2013).
ReplyDeleteDear Hemendra,
ReplyDeleteWhen it comes to the operations, the employee or the human capital could be identified as one major resource for the business. However, the productivity of the humans is mainly different from other all resources where the motivation will drive the entire productivity levels of the business and it is obvious that the productivity of the human capital will lead to the success of the organizations (Shuck & Reio, 2011). Like the organization success, an individual could develop and go for the success with the higher level of commitment and the passion.
Dear Ashela, Mahoney and Kor (2015) highlight that when a firm relies heavily on external recruiting to develop its HC base, the new employer will incur adjustment costs to make the employee ‘productively reliable’ within its unique resource systems. Such a policy requires substantive organisational investments in formal and informal training in a systematic fashion. Moreover, Groysberg et al (2008) warn of the risks of hiring ‘star’ employees from other organisations,finding that stars who switch employers experience an immediate decline in performance that persists for five years. This decline was more pronounced among stars who moved to organisations with lesser capabilities and without other team members, while those who
Deletemoved to firms with equivalent capabilities also exhibited a drop in performance, but this only lasted for two years. Finally, those who switched to a firm with better capabilities, and those who moved with other team members, exhibited no significant decline in short-term or longterm performance. Groysberg et al (2008) attribute the non-transferability of firm-specific skills to the decline in performance at the new employer. The results of their study also provide a strong argument for firms developing HC capabilities from within, rather than turning to the external market for ‘star’ employees.
Hi Hemendra,
ReplyDeleteVery interesting topic, Let me add more ingredients to your argument. “ Motivation” The Latin word movere, or motum, which means ‘to move’ was the original source for the word motivation (Webster's Collegiate Dictionary, 1941). Motivation has been defined as what energizes, drives, and sustains behavior (Porter, Bigley & Steers., 2003). There are a variety of factors for motivation including goals, values, and the need for achievement, biological needs, and relatedness, among many others (Reeve, 2005). What moves people, and then keeps them moving, has been debated at least since ancient Greece, but courses to teach motivation have been around less than 100 years, and the first textbook was not written until 1964. The first all encompassing motivational theories considered the ‘will,’ instincts, and drives. These attempted to describe all human motivation. It became apparent, however, that no theory could explain everything relating motivation, and so concepts that explained pieces of it evolved (Reeve, 2005). Self-actualization theory, Motivator-Hygiene theory, and Theory X & Y are still often cited in both academic and more practitioner-oriented books. Expectancy Theory, though well known in work motivation literature, is not as familiar to scholars or practitioners outside that field.
According to Herzberg (1974, 2003), some factors cause disappointment when they are not existing, but do not motivate. Others, when they are present, build job satisfaction and motivation. Those two sets of factors, Herzberg said, are different from each other. Hygiene, or maintenance, factors include salary, supervision, and working conditions, job security, culture, work environment, among others. Motivational factors include such items as Independence, Power, self-esteems, Prestige, achievement, recognition, growth, and the nature of the work itself. Herzberg was an advocate for job enrichment and encouraged people to build motivational factors into jobs (BassettJones & Lloyd, 2005; Herzberg, 1974, 2003).
Dear Nishan, as per Martina et al( 2018) Motivation, in our opinion as the most complex and the most dynamic characteristics of the human potential, is some certainty, basis, and obligation, on the foundation of which the new values are created. An enormous and by nothing substitutable power of the motivation is expressed in a previous notion. Motivation determinates in what direction the individual
Deletewill develop oneself, what of his/her own competences s/he will use, and in what qualitylevel s/he will be behave and work. In other words, motivation is phenomenal, excellent, but
also potentially very danger (if it is belittled) and has to be examined really precisely and with all the scientific attention and serious effort.
You made good points on Two Factor Theory tooo. Thanks mate.
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