Significance of Employee Motivation to Organizations
Introduction
to Motivation
Motivation
is the strength that boosts and directs the behavior of a person sustainably.
The word ‘Motivation’ is derived from a Latin word for movement (movere)
(Armstrong, 2010). People are motivated when a series of
actions occur which will achieve their goals coupled with valued and expected
rewards which satisfy their needs and wants (Kaur, 2013). Further, motivation
is also based on the set of goals of an individual and the avenues/ways where external
parties try to change their behavior. The concept of motivation refers to
internal factors that impel action and to external factors that can act as
inducements to action. (Locke and Latham, 2004:388).
Motivation is segregated in to 3 components according to Arnold et al 1991 cited in Armstrong, 2006
1)
Direction – what the individual attempts to do to attain
the goal.
2)
Effort – the extent that the
individual is trying to attain the goal.
3)
Persistence – the tenor that a person
keeps on trying.
Types
of Motivation
Intrinsic Motivation
When individuals feel that their work
is important, with positive discretionary behavior, autonomy, where they decide
to make an effort with opportunities for achievement and advance is Intrinsic
motivation. It is not created by external factors such as monitory benefits (Sandel, 2012). Following are five core
characteristics of task that result in intrinsic motivation, skill variety,
task identity, task significance, autonomy and feedback (Armstrong, 2006).
Extrinsic Motivation
Extrinsic motivation is the process
of actions taken by the organization to motivate people/employees (Oduka, 2016). These actions are Rewards by way of
incentives, increase of salary praise and promotions as well as punishments by
way of reduction / withholding of salary, criticism and disciplinary action. Above
motivators could achieve immediate and powerful results, however, will be short
term (Armstrong, 2006).
Theories of Motivation
Theories were built to identify/understand
the processes that affect Motivation. These Theories are segregated in to three
main areas namely Instrumentality, Content and Process. Instrumentality theory is
a basic explanation on how motivation works whilst Content (Needs) and Process
theories are well elaborated and detailed (Joseph, 2015), however which carry
their limitations. Following are some of
the popular theories (Armstrong and Taylor 2014).
Maslow’s Hierarchy of Needs
Based on the basic human behavior on
unlimited needs, once a lower need is satisfied the next highest becomes most
wanted need and the individual’s attention is turned towards satisfying the
next higher need (Armstrong and Taylor 2014).
Given below are five main need categories that apply to people/employees
in general as per above theory.
- Physiological needs.
- Safety needs
- Love and belonging
- Esteem needs
- Self actualization
Figure 1.0 : Maslow’s hierarchy of
needs
Source: Adopted from Joseph,
(2015)
This model could be applied to the organization
that I work for (A leading Commercial Bank in Sri Lanka) and each stage is
further elaborated on how the organization motivates its employees;
Physiological needs
These needs are the basic and initial
needs of the employees (Jerome, 2013). The organization provides a salary which
is adequate to fulfill the basic needs. This is the main factor which motivates
the employees to stick to the organization as it is a decent salary when
compared to the industry norms. Apart from the above it is followed by numerous
allowances such as, cost of living allowance for lowest level coupled with
housing loans, furniture loans, festival advances and hospital insurance cover to
upgrade the living standards. Further, for the middle level staff is provided
with fuel allowance, telephone allowance, entertainment allowance.
Safety needs
These needs refer to the secondary
needs once the basic needs are met (Joseph, 2015). These needs are mainly on
job security and training needs. Due to the continuous change in technology and
upgrading of operational standards the staff will be on continuous learning and
development process. Bank will identify the skill level and the experience and
will provide the required level of training and development for their personal
and career development. These training processes are on the job training, in
house training programs done by the experienced staff within the organization as
well as outsourced personnel in order to continue upgrade the levels of staff
in all grades.
Love and belonging
When the safety needs are met, the
staff member will feel confident to move forward with the assigned work and
feel as a part of the team of the organization (Jerome, 2013). It is further
elaborated by good relationship with the staff and superiors and the staff
member is accepted by the team. In this connection, the bank arranges
gatherings, social events to improve the cohesiveness among the staff. Some of
these events are annual sports day, children’s party held at the end of the
year for the whole family of the staff, bank’s annual quiz programme.
Esteem needs
Once love and belonging need is
fulfilled the staff member participates in decision making and requires self-respect
(Mansoor, 2012). In this connection, the bank recognizes the staff member for
promotions with more benefits and will delegate autonomy. Hence, staff member
will be categorized as a member of the Corporate Management Team and will be
overlooking on a major segment of the organization and will be able to
influence the subordinates at a larger scale.
Self actualization
This is the last level of need could
be achieved and the topmost need of the hierarchy. This refers that the
staff member is self driven and is capable in molding up to fullest potential
with steady improvement of soft skills (Kaur, 2013). These employees are valuable
resources to human capital of the organization. Hence, bank will invest more on
these types of employees and will be deployed as advisors of the organization.
Herzberg’s Two Factor Model
According to Two Factor Model, it is
based on job satisfaction and dissatisfaction (Omollo, 2015). In this
connection, the wants of the employees segregate in two components. First
component is about developing an employees’ career as well as the personal
growth. These factors are known as ‘Motivational Factors’ such as, Recognition,
Achievement, Advancement, Career growth, Responsibility, Job challenge (Dobre,
2013). Second component resembles the basic needs to fulfill the Motivational
Factors. These factors are known as ‘Hygiene Factors’ such as, Working Conditions,
Salary and Benefits, Supervision, Job Security (Asim, 2013). These factors do not boost the individual to
attain high level of job satisfaction and extra performance of the job.
However, these factors prevent dissatisfaction and poor job performance (Armstrong
and Taylor 2014).
Benefits of Employee Motivation to
the Organizations
A motivated employee is an asset to
the Organization based on their higher level of performance and contributes the
following benefits to an organization (Armstrong, 2008);
Improvement/increasing of the efficiency
levels of employees
The standard of an employee does not
depend merely on qualifications and abilities. Hence, the employee should fill
the gap between ability and willingness in order to attain the best of their
work performance. This position will lead to increase in productivity, reduction
in cost of operations and improving overall efficiency levels in the work place.
Transformation of human
resources into action
Human resources could be utilized to
its maximum, through Motivation. Any Organization requires physical, financial
and human resources to achieve the set goals. The resources could be utilized
to the maximum by building willingness within the employee to accomplish the
goals. Hence, it is evident that
motivation helps organizations in capturing the best possible utilization of
resources.
Motivation is the main factor that
leads to employee satisfaction. This could be directly coupled with incentive rewards
plan which is elaborated by monetary and non-monetary incentives, Promotion
opportunities for employees, disincentives for inefficient employees. Reduction
of industrial dispute and reduction of unrest in employees, thereby embracing
the change without much resistance.
The goals of an organization can be
achieved only when the maximum utilization of resources, a co-operative work
environment and all employees work towards a given goal (Goal driven). Further,
goals could be achieved based on co-ordination and co-operation, which could be
obtained through motivation.
A stable work force is essential to
the organization in terms of maintaining an unblemished reputation and goodwill.
The loyalty will remain with the employees when they are considered / accepted
as a part of the team as they are the main asset to the organization.
Steps that Organizations could
contemplate to increase motivation (practical approach)
As discussed above, well motivated
staff will lead the organization to greater heights. The organization that I
work for is a leading commercial bank in Sri Lanka. It is observed that the
organization has adopted Needs theory and two factor theory and the following
steps have been taken to motivate the staff (Source - Annual Report - HNB PLC, 2017);
-
Nurturing a happy and engaged team
Strong HR policy frame work and well governed systems and
processors are in place to create an inspiring and motivated team by providing
salary and allowances to meet the Physiological needs.
-
Strategic talent management
Delivering training programmes by covering 100% of the
employees by providing 27.7 training hours per employee as an average. Diverse
long term engagement of training sessions to take up various roles which will
meet the safety needs of the employees.
-
Creating an inclusive work place
Introducing survey on employee satisfaction by external
parties (unbiased) and appointing of exclusive management teams to resolve employee
concerns. Hence, love and belonging of the employees will be met. On the other hand the two factors of
satisfaction and dissatisfaction of the staff will be addressed.
-
Rewarding excellence
The organization has adopted strong
performance management systems to measure the extent of employee performance
and there-by to reward and for recognition of employees. These measures will
meet the Esteem needs of the hierarchy which is the highest attainable need for
a working employee of the organization.
Conclusion
Motivation is a key factor which to
leads job satisfaction in an organization. However, people will be motivated
due to fear of punishments as well (Armstrong, 2006). Hence, motivation could
be a two process. In today’s context
most of the organizations adopt high performance concept by having the
foundation for an open and creative culture which is a people-centered and
inclusive, where decision making is transparent (communicated and shared among
the organization), investing in human capital by training and development,
integrity and acceptance with flexible working environment (Vance, 2006).
Nevertheless, measurable performance driven by targets, may lead to motivation
through fear, unless same is benchmarked and the processes to be under best practice
and best fit (Armstrong, 2008).
List
of References
Abba, M T (2014)
Employee Motivation: The Key to Effective Organizational Management in Nigeria,
Department of Marketing, Federal Polytechnic Bauchi PMB 0231Bauchi-Nigeria,
IOSR Journal of Business and Management,
16(4)
Armstrong,
M (2006) A Handbook of Human Resource Management Practice. 10th ed.
Kogan Page Limited: London
Armstrong,
M (2008) Strategic Human Resource Management Practice: A guide to Action. 4th
ed. Kogan Page Limited: London
Armstrong,
M (2010) Armstrong’s Essential Human Resource Management Practice: A guide to
people management. 1st ed. Kogan Page Limited: London
Armstrong,
M. and Taylor, S. (2014) Armstrong’s Handbook of Human Resource Management Practice. 13th
ed. Kogan Page Limited: London
Asim, M (2013) Impact
of Motivation on Employee Performance with Effect of Training: Specific to
Education Sector of Pakistan. International
Journal of Scientific and Research Publications, 3(9)
Basset-Jones, N.
and Lloyd, G C. (2005) Does Herzbergs Motivational Theory
have staying
power?, Journal of Management Development, 24(10), pp. 57-56
Benson,
S G and Dundis S P (2003) Understanding and motivating health care employees:
integrating Maslow's hierarchy of needs, training and technology, Journal of Nursing Management, 11
Dessler,
G (2009). Human Resource Management. 11th ed. New Delhi: PHI Learning
Private Limited.
Dobre,
O I (2013) Employee motivation and
organizational performance, The Bucharest University of Economic
Studies, Review of Applied Socio- Economic Research, 5(1)
Hofstede,
G., Hofstede, G J and Minkov, M.(2010) Cultures and Organizations: Software of
the Mind: Intercultural Cooperation and
its importance for survival. McGraw-Hill: New York
HNB
PLC, Annual Report, (2017), pp.50-52
Jerome, N (2013) Application of the Maslow’s hierarchy of need
theory; impacts and implications on organizational culture, human resource and
employee’s performance, International Journal of Business and
Management Invention ,
2 (3)
Joseph,
B O (2015) The effect of employees’ motivation on organizational performance, Journal
of Public Administration and Policy Research, 7(4), pp62-75
Kaur,
A (2013) Maslow’s Need Hierarchy Theory:Applications and Criticism, Global Journal of Management and Business
Studies, 3(10)
Manzoor, Q A, (2012) Impact of Employees Motivation on
Organizational Effectiveness. Business Management and Strategy, 3(1)
Oduka, M E,
(2016) Factors Influencing
Staff Motivation among Employees: A Case Study of Equator Bottlers (Coca Cola)
Kenya, Journal of Human Resource and
Sustainability Studies 7th June [Online]. Available at <
http://www.scirp.org/journal/jhrss
http://dx.doi.org/10.4236/jhrss.2016.42008
(Accessed on 18th December 2018)
Omollo,
P A, (2015) Effect of motivation on employee performance of commercial banks in
Kenya: A case study of Kenya Commercial Bank in Migori County, International Journal of Human Resource
Studies, 5(2)
Vance,
R J, (2006) Employee engagement and commitment: A guide to understanding,
measuring and increasing engagement in your organization (SHRM Foundation)
Test
ReplyDeleteHi Ashanthi, In addition to what you have mentioned, Process theories of motivation help to explain how people decide which action will satisfy their needs (Boddy 2002, p. 388). Process theories explain how or why motivation occurs. In process theory, the emphasis is on the psychological processes of forces that affect motivation, as well as on basic needs. According to Armstrong, process or cognitive theory, as it is also called, provides more realistic guidance on motivation techniques, the individuals rationally evaluating
ReplyDeletehow valuable the goals and expectancies are.
This comment has been removed by the author.
DeleteHi Vianlo,
DeleteAppreciate your valuable comment on my blog. In process theory, the prominence is on the psychological or mental processes and forces that affect motivation, as well as on basic needs. The main process theories are concerned with reinforcement, expectancy, goals, equity, and Cognitive evaluation (Armstrong and Taylor 2014).
According to Story et al. (2009), those who are high in intrinsic motivation seem to favor challenging cognitive tasks and can self-regulate their behaviors, offering rewards, settling external goals or deadlines, will do little for them, unless they are also high in extrinsic inspiration. For employees that are high in intrinsic motivation, emphasis could be placed on the winning nature of the task and encouragement of self-set goals and deadlines (Story et al 2009).
ReplyDeleteThis comment has been removed by the author.
DeleteHi Ganga,
DeleteAppreciate your valuable comment on my blog. It is noted that Extrinsic Motivation could be a basic factor which fulfills the needs to attain Intrinsic Motivation. These factors are related to tangible rewards such as salary and fringe benefits, security, promotion, contract of service, the work environment and conditions of service (Mullins, 2005).
Adding on motivation to learn, People will learn more effectively if they are
ReplyDeletemotivated to learn. As Reynolds et al (2002: 34) commented: ‘The disposition and commitment of the learner – their motivation to learn – is one of the most critical factors affecting training effectiveness. Under the right conditions, a strong disposition to learn, enhanced by solid experience and a positive attitude, can lead to exceptional performance.’
Hi Nalin,
DeleteAgree with your comment as learning culture is a ‘growth medium’ which will lead to ‘encourage employees to commit to a range of positive discretionary behaviors.
Developing a learning culture with empowerment instead supervision, self-managed learning
instead instruction, long-term capacity building, instead short-term fixes, will immensely lead to develop organizational practices that raise commitment among employees and provides employees a sense of purpose in the workplace (Reynolds, 2004)
There are a number of motivational theories are in practice and each complement to one another. In addition what you have mentioned, the Process or cognitive theory which explains the psychological processes that affect motivation. According to Guest (1992), process theory expresses a much more relevant method to motivation and can certainly be more beneficial to managers than needs theory because it provides more accurate direction on motivation techniques. The main processes are prospects, goal achievement and feelings about equity.
ReplyDeleteHi Renuka,
DeleteAppreciate your valuable comment on my blog. All the theories make some contribution to an understanding of the processes that affects motivation. However, theory provides only a simplistic explanation of how motivation
works. Although some of the theories such as Needs and Content theories are more sophisticated but are subject to limitations due to lack of empirical evidence (Rynes, 2003)
You have done good literature part on Employee motivation. According to institute for employment studies, commitment, motivation and organisational citizenship are key components for Engagement. Overlapping of these components creates engagement (Armstrong, 2014). Reynolds et al (2002: 34) commented: ‘The disposition and commitment of the learner – their motivation to learn – is one of the most critical factors affecting training effectiveness. Motivation helps to engagement, learning and development of the employee also(Armstrong, 2014).
ReplyDeleteHi Rukshan,
DeleteAppreciate your valuable comment on my blog. Adding on further, as stated by Truss et al (2006) ‘The engaged employee is the passionate employee, the employee who is totallyimmersed in his or her work, energetic, committed and completely dedicated’
Managing a company’s workforce is an important part in daily deliverables. In a time where employees are considered to be the most important asset of an organization according to Abnas and Yasir (2008), to make employees committed and satisfied, there needs to be a strong and effective motivation aspects at different levels (Tella, 2007).
ReplyDeleteHi Premila,
DeleteAs per research done by Malone and Lepper (1987), several ways of self motivating factors could improve leadership of organizations and they are i. Motivation through Challenges ii, Motivation through Curiosity iii. Motivation through Control iv. Motivation through Fantasy v. Motivation through Competition vi. Motivation through Cooperation vii. Motivation through Recognition. To achieve the above, Organizations should fulfill the basic needs such as Physiological needs, Safety needs, Love and belonging and Esteem needs. Eg: in risky industries as construction industry, company should provide helmets to protect employees from potential dangers which will be a safety need.
I have noted that you have mentioned about rewards as the motivation factor, that is true. Since that is playing major factor I would like to elaborate about it much more. According to Tracy, (2013) two types of rewards available, one is tangible and other one is intangible. Flowing things will come under the tangible category money, vacations, and material object. Second one will be intangible awards and awards given at annual celebrations for exceptional performance. Those factors will be motivated the employees very well.
ReplyDeleteHi Pubudu,
DeleteAgree with your thoughts. However, money is a powerful force as it is linked directly or indirectly to the satisfaction of many needs. Money may in itself have no intrinsic meaning, but it has significant motivating power to achieve many intangible goals / rewards (Armstrong and Taylor 2014).
It is also can be added as per Bobic and Davis (2003) has identified that innovation and creativity skills are held by most workers. Peterson (2007) in his book has highlighted for the senior managers to be more practical and flexible has built trust with the other workers.
ReplyDeleteHi Priyantha,
DeleteAccording to research by Tamkin et al (2003) established that the managers should have the following abilities to have more practical and flexible with workers:
1) To empower and develop people – understand and practice the process of delivering through the capability of others
2)Manage people and performance – managers increasingly need to maintain morale while also maximizing performance
3)Work across boundaries, engaging with others, working as a member of a team, thinking differently about problems and their solutions
4)Develop relationships and a focus on the customer, building partnerships with both internal and external customers
5)Balance technical and generic skills – the technical aspects of management and the management of human relationships.
It can be also noted as when considering the attitudes which are different to one another would help the managers for a large impact regarding the effectiveness of the organizations performance (Covin and Slevin, 2002). This would increase motivation of the employees.
ReplyDeleteHi Nilusha,
DeleteTo add on to your comment. It is noted that there may be differences between attitudes and
behavior. Eg: someone might believe in one thing, such as being fair to people, but act differently. This behavior is known as ‘cognitive dissonance’ (Armstrong, 2010).
In addition, considering to the basic requirements for recognition the employees who would like to work and encourage in their work place are necessary and important their service to the success of the organisation (Armstrong, 2010).
ReplyDeleteHi Geethanjalee,
DeleteYes, encouragement in work place could be gained through Intrinsic Motivation. Intrinsic motivators are concerned with the quality of work life, are likely to have a deeper and longer-term effect because they are inherent in individuals and not imposed from outside and these factors will lead to sustainable success in organizations (Joseph, 2015).
Hi Ashanthi,in view of bringing in an additional point of view on identifying motivational factors, I would like to bring in David McClelland’s theory on motivation which suggests employees have three motivators:
ReplyDelete●Need for Achievement- This is the desire to take personal responsibility for resolving a problem and seeing a job or task through to completion
●Need for Power - This is the desire to control and influence others
●Need for Affection - This is the desire to be liked and respected by others.
According to their personality, one of these needs will dominate the individual (Eggert,2000).
Hi Kumar,
DeleteAdding further to Need of Power, Empowerment provides benefits to organizations and makes sense of belonging which leads to have pride in the work force. Further it leads to a win-win connection among organizations and employees, which is considered an ideal environment for numerous organizations and their employees. Empowering can flourish virtual human capacities. Empowered employees are focus their job and work-life with additional importance and this leads to constant progress in coordination and work procedures.
This comment has been removed by the author.
ReplyDeleteHi Ashanthi ,In positive discretionary behavior the well-motivated employees are engaged and these employees are self-motivated and such people are on the correct direction towards the organizational goals and this is the best form of motivation. But additional motivation given by the work itself, the quality of leadership and recognition and rewards gives self-motivation and helps employees to make use of their abilities to the highest level in order to perform well and achieve their goals(Amstrong,2014).
ReplyDeleteHi Shamalka,
DeleteAgree with your comment and to add on further, it is noted that Intrinsic Motivation will play a major role as it is related to psychological rewards such as the 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 (Joseph, 2015).
Hi Ashanthi, in an organization the management staff has to manage the entire process including managing employees to get things done (Tella et al., 2004). According to Geomani (2012), a manager can't do this without adequately motivating the employees. With the current context of highly competitive markets, an organization cannot serve without using the maximum potential of their human resources, and the succeeding organizations are doing this by capitalizing on the motivation and the commitment of their employees (Mohsen et al., 2004). Therefore motivation at all levels of the organization is crucial for its success.
ReplyDeleteHi Achintha,
DeleteAppreciate your valuable comment on my blog. It is the role of organizational culture to create the values and norms that human resource practice will focus on when planning for the smooth running of the organization, as employees’ desire for social needs. Hence, Employee relationship is one of the key areas that that should be strengthened (Storey, 1992). Culture and human resource management practice should help employees attain their self-esteem and self-actualization needs. When employees discover that their organization cares so much about their developmental status, employees will offer their best to the service of the organization (Jerome, 2013).
Hi,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. Many studies have shown that employees with high empowerment motivation have higher level of work motivation, which correspondingly results in better organizational productivity and performance (Thomas & Velthouse 1999; Koberg,
ReplyDeleteBoss, Senjem & Goodman 1999)
Hi Anne,
DeleteThe goals of an organization can be achieved only when the maximum utilization of resources, a co-operative work environment and all employees work towards a given goal (Goal driven). Further, goals could be achieved based on co-ordination and co-operation, empowerment which could be obtained through motivation.
Hi Anne,
DeleteThe goals of an organization can be achieved only when the maximum utilization of resources, a co-operative work environment and all employees work towards a given goal (Goal driven). Further, goals could be achieved based on co-ordination and co-operation, empowerment which could be obtained through motivation (Armstrong, 2008).
Source (Armstrong,2008)
Hi Ashanthi,
ReplyDeleteIn addition, motivation is expected to have a positive effect on quality performance; employees who are characterized by a high level of motivation show a higher work and life satisfaction. Having a high level of motivation is valuable for employees and a decrease in motivation might affect employees' performance. Welfare and motivation lead to high level of initiative and creativity from the employee and where monitoring is difficult, motivation is therefore extremely important for ensuring high quality performance (Eke, 2018).
Hi Tharika,
DeleteAppreciate your valuable comment on my blog. It is also important to understand that the existence of de-motivational factors, which could result in decline of workers’ productivity, since workers feel they have no control over their work and what they produce. Some of the de-motivation factors that reduce workforce productivity are (Joseph, 2015):
- Lack of adequate planning and materials
- Improper scheduling
- Project confusion
- Frequent delays
Maslow believed that there are at least five sets of goals which can be referred to as basic needs and are physiological, safety, love, esteem, and self-actualization. Maslow (1943) stated that people, including employees at organizations, are motivated by the desire to achieve or maintain the various conditions upon which these basic satisfactions rest and by certain more intellectual desires.
ReplyDeleteWhen the need hierarchy concept is applied to work organizations, the implications for managerial actions become obvious. “Managers have the responsibility to create a proper climate in which employees can develop to their fullest potential. Failure to provide such a climate would theoretically increase employee frustration and could result in poorer performance, lower job satisfaction, and increased withdrawal from the organization” (Steers & Porter, 1983, p.32).
Hi Gabriel,
DeleteAppreciate your valuable comment on my blog. Further, one of the implications of Maslow’s theory is that the higher-order needs for esteem and self-fulfilment provide the greatest stimuli to motivation as they grow in strength when they are satisfied, while the lower needs decline in strength on satisfaction.
But the jobs people do will not necessarily satisfy their needs, especially when they are routine or deskilled (Armstrong, 2006).
Armstrong (2014) stated that there are three steps that managers can take to improve motivation:
ReplyDelete1)Autonomy – encourage people to set their own schedule and focus on getting work done not how it is done.
2)Mastery – help people to identify the steps they can take to improve and ask them to identify how they will know they are making progress.
3)Purpose – when giving instructions explain the why as well as the how.
Hi Lakshmi,
DeleteAppreciate your valuable comment on my blog. These steps associated with Intrinsic motivation and it takes place when individuals feel that their work is important, interesting and challenging and which provides a considerable degree of autonomy (freedom to act), opportunities to achieve and advance, and scope to use and develop their skills and abilities. It can be described as motivation by the work itself. It is not created by external incentives (Armstrong and Taylor 2014).
Michael Sandel (2012: 122) stated
that: ‘When people are engaged in an activity they
consider intrinsically worthwhile, offering money
may weaken their motivation by “crowding out"
their intrinsic interest or commitment’.
Rožman, Treven & Čančer (2017) argued that ‘On average, older employees are motivated by flexibility in the workplace; autonomy at work; good interpersonal relationships in the workplace; the possibility of working at their own pace; respect among employees; equal treatment of employees by age; compliments from the employer for good work; the possibility of working from home; intergenerational cooperation, thereby reducing burdens on the workplace; cooperation with other employees; and the allocation of work by higher salary”.
ReplyDeleteHi Taniya,
DeleteAccording to Maslow’s Needs hierarchy the older employees are in the higher stages namely esteem and self - actualization. In this connection, they have fulfilled and satisfied with the preliminary needs where they have gained relevant experience and expertise and looking forward for improvement of the organization with responsibility (Joseph, 2015).
Hi, As stated by Robbins (1993), is the “willingness to exert high levels of effort toward organizational goals, conditioned by the effort’s ability to satisfy some individual need is called motivation".whats your stance on this?
ReplyDeleteHi Mark,
DeleteSatisfying the basic needs of an individual may lead towards achieving of the goals of an organization as well as individual needs.
As stated by Anka (1988) For an employee to be motivated, he or she perceives that their want are being met. Thus, the satisfaction of the employee represents an indispensable dimension of the motivational process. A satisfied individual would certainly contribute positively to the realization of organizational goals and objectives, whilst a dissatisfied employee may not only contribute but also can even act in such a way that the realization of such goals and objectives could be completely destroyed. This underlines the importance of employees‟ satisfaction to the organization.
Motivation factors incorporate with the recognition of achievement, responsibility, development and challenges. Just fulfillment of the components takes into realization of acknowledgment of hygiene motivators. It is a characteristic and common phenomenon (Borowski and Daya 2014)
ReplyDeleteHi,
DeleteHygiene motivators refer to Working Conditions, Salary and Benefits, Supervision, Job Security which are the basic needs to fulfilled to achieve Motivational factors (Asim, 2013). These factors do not boost the individual to attain high level of job satisfaction and extra performance of the job. However, these factors prevent dissatisfaction and poor job performance (Armstrong and Taylor 2014).
Job performance is considered and mainly depend on both employee ability and motivation. Furthermore, motivation as a skill can be learnt and improved (Ganta, 2014)
ReplyDeleteHi Prabath,
DeleteThe standard of an employee does not depend merely on qualifications and abilities. Hence, the employee should fill the gap between ability and willingness in order to attain the best of their work performance by Improvement / increasing of the efficiency levels (Armstrong, 2008).
Armstrong (2010), describes the motivation as a mandatory function in the formula for performance;
ReplyDelete• Performance = f ( Ability x Motivation)
Hi Prasad,
DeleteAgree with your comment. Adding further, motivation to engage in determined work behaviour depends on individual factors such as personality and situational factors as job characteristics apart from ability (Barrick and Mount 2013).
Motivated employees can lead to increased productivity and allow an organization to achieve higher levels of output. Imagine having an employee who is not motivated at work. They will probably use the time at their desk surfing the internet for personal pleasure or even looking for another job. This is a waste of your time and resources ( Thompson, 2016).
ReplyDeleteHi Chandrika,
ReplyDeleteAgree with your comment. However, measurable performance driven by targets, may lead to motivation through fear due to performance related pay and incentives. Hence, the organization could be able to reduce / eliminate waste of resources and time (Armstrong, 2010).
As noted by Huselid (1995) Productivity is influenced by employee motivation; financial performance is influenced by employee skills, motivation and organizational structures.
ReplyDeleteHi Shiromi,
DeleteTo add on financial performance can provide positive motivation in the right circumstances not only because people
need and want money but also because it serves as
a highly tangible means of recognition (Armstrong and Taylor 2014).
Addition to your point the employee engagement which employees put voluntary effort into their work, beyond the minimum to get the job done, in the form of additional time, IQ or human energy (Towers Perrin, 2007). Job performance is considered and mainly depend on both employee ability and motivation skill (Ganta, 2014).
ReplyDeleteHi Aravindth,
DeleteAdding on, Organizational success is dependent upon members being motivated to use their full talents and abilities, and directed to perform well in the right areas (Joseph, 2015). According to Mullins (2005), a major international study by Proud foot Consulting revealed that, the most important reason for productivity loss was poor working morale. This includes absence of positive team spirit, low motivation, and poor sense of belonging, people feeling undervalued and poorly rewarded.
Adding,
ReplyDeleteOrganization culture creates heavy impact in creation of Motivation among the staff (Pfeffer, 2003)
Hi Dishan,
DeleteYes. Culture can have a significant influence on employee’s behavior (Armstrong and Taylor 2014) and lead to motivation. As stated by Eldridge and Crombie (1974), the culture of an organization refers to the unique configuration of norms, values, beliefs and ways of behaving that characterize the
manner in which groups and individuals
combine to get things done.
Motivation is the strength and direction of behaviour and the factors that influence people to behave in certain ways. People are motivated when they expect that a course of action is likely to lead to the attainment of a goal and a valued reward which satisfies their requirements. The term ‘motivation’ can refer variously to the goals that individuals have, the ways in which individuals chose their goals and the ways in which others try to change their behaviour. (Armstrong,2014)
ReplyDeleteHi Nimali,
ReplyDeleteIt is also noted that Frustration may arise whilst achieving goals. It is the negative response to a blockage of a desired goal and result in a defensive form of behavior. Frustration has many possible reactions and these can be summarised under four broad headings namely: aggression; regression; fixation; and withdrawal (Joseph, 2015).
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ReplyDeleteHi, Employee motivation has a strong influence on the effectiveness of an organisation (Paul 2017). Organisational effectiveness is a broad term but follows the concept as “locating targets and attaining them proficiently in spirited and energetic surroundings” (Constant 2001). “An effective organisation will make sure that there is a spirit of cooperation and sense of commitment and satisfaction within the sphere of its influence” (Abbah 2014). There are no fixed parameters to compute the effectiveness of an organisation since it varies from company to company and from case to case.
ReplyDeleteHi Nishad,
ReplyDeleteWhat motivates one person might not motivate another, and hence, to gain best results the superior should understand and to know about each of the subordinates. Any manager must endeavor to get the best from each individual member or work group, and that might require motivating different members in different ways, while still motivating the team or group as a whole, which will lead to good working environment (Abbah, 2014). This will increase cohesiveness and effectiveness.
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