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.
Source – Big Picture Learning (2018) Creating a sense of belonging in
the workplace
List of
References
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
Big Picture Learning (2018) Creating a sense of belonging in the workplace [Online]. Available at <https://www.youtube.com/watch?v=03iivAuaIfE (Accessed on 03rd November 2019)
Big Picture Learning (2018) Creating a sense of belonging in the workplace [Online]. Available at <https://www.youtube.com/watch?v=03iivAuaIfE (Accessed on 03rd November 2019)
HNB
PLC, Annual Report, (2017), pp.50-52
Hi 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, 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’.
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
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, 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, Boss, Senjem & Goodman 1999)
ReplyDeleteHi 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).
Hi Ashanthi,
ReplyDeleteMaslow 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.
When 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).
When creates an employee motivation in an organization It is unwise to pursue so-called ‘best practice’ (the ‘universalistic’ perspective of without being certain that what happens elsewhere would work in the context of the organization (Delery and Doty,1996).
ReplyDelete