Employee Motivation in formal organizations.
Motivation
is an important aspect of any formal organization. “Employee motivation” is a
concept that needs to be clearly understood for an organization to survive (Armstrong, 2006). In simple terms it is
essential to understand the drives that cause employees to continue working
despite existing obstacles (Mullins,2005). Once such drivers are understood,
inconsistencies or shortcomings can be eliminated while these factors can be
further developed for an organization to strive towards greater achievement,
The following definition can be used to understand motivation within a formal
organization. “Internal and external factors that stimulate desire and
energy in people to be continually interested and committed to a job, role or
subject, or to make an effort to attain a goal.” (Business Dictionary,
2018). According to many studies, an employee’s performance is impacted by 3
main factors, namely motivation, ability, and the work environment (Riyanto, Sutrisno &
Ali,2017).
Those who promote this
idea say that even though discrepancies of working conditions can be altered
and the ability of workers can be improved by training (Mullins,2005).
The Historical Perspective
Scientific management:
Ideas of scientific management were first advocated by F W Taylor in “Principles of
scientific management”. Taylor highlights the fact that work is inherently
unpleasant for people and external rewards/ wages are more important
than the nature of the job, therefore, “wages/external rewards” are a
motivating factor (Turan, 2015).
Human relations movement:
In contrast to the scientific management, this school of thought reiterates
that the sense of ‘belonging’ or group consciousness is more important
in sustaining motivation within an organization rather than monetary rewards
(Sarachek, 2017).
Human resource approach:
This view assumes that people want to contribute to organizational
effectiveness and are able to make genuine contributions, therefore, it is the
organization's responsibility to create a work environment that makes full use
of available human resources.
(Mason, 2017).
Theories on Motivation
Abraham Maslow’s Hierarchy of needs
Known as one of the earliest theories of motivation, this theory
explained that employees try to achieve organizational goals in order to
satisfy their personal needs, and this theory is based on a simple principle that human beings
have needs that are hierarchically ranked.(Kaur, 2013). According to Maslow, once a person satisfies his basic
needs, he strives to achieve higher order needs (Hodgetts, 2006).
Figure 1 : Maslow's hierarchy of needs
(Source: Kaur, 2013).
The lowest strata includes food, water, and other biological needs. Once
these needs are fulfilled, one seeks to achieve safety needs such as being free
from death, danger and pain. After which social needs such as the need to bond
and socialize with others in society should be met. Esteem needs include
respect and appreciation from others and finally self-actualization needs which
means becoming all a person is capable of becoming (Kaur, 2013). The organization I am currently
employed in. Physiological needs of employees can be met by appropriate payment
and remuneration, health insurance and company-sponsored
retirement plans and all employees earn a remuneration that is on par with
normal industrial standards, and provided with a health coverage that covers illnesses.
Thus we see how such benefits which satisfy basic needs is a form of motivation
for the staff, Furthermore offering a measure of job security, will help
satisfy safety needs as, staff is absorbed in to the permanent employee carder
after a six months probation ensuring jog security, therefore, job security is
high unless the employee commits a serious offence breaking the companies rules
and regulation. Social needs can be fulfilled by maintaining a friendly working
environment with appropriate interpersonal relationships between staff and
superiors. Esteem needs are also successfully
fulfilled by providing promotion opportunities at work, recognizing a person’s
accomplishments verbally or through formal reward systems, by providing
impressive designations, high image vehicles and other allowances such as house
rent and foreign holidays for employees and their families.
Two-Factor Theory
Approaching the concept of employee motivation using a different
perspective, Frederick Herzberg came to the conclusion that certain
aspects of the work environment that satisfy employees are very different from
aspects that motivate them
(Robbins,
2009).Herzberg
labeled factors causing dissatisfaction of workers as “hygiene” factors because these factors were part of the context in which the job
was performed, as opposed to the job itself. "Motivators'' are factors that are
intrinsic to the job. According to Herzberg’s research, motivators are the
conditions that truly encourage employees to try harder. (Yusoff, Kian and Idris,
2013).
Table 1: The two-factor theory of
motivation includes hygiene factors and motivators.
Hygiene Factors
|
Motivators
|
Company policy
Supervision and
relationships
Working conditions
Salary
Security
|
Achievement
Recognition
Interesting work
Increased
responsibility
Advancement and growth
|
(Source: Yusoff, Kian and Idris, 2013).
The
organization I work which is a leading commercial bank with over 120 branches the
hygiene factors that causes dissatisfaction are minimized through transparent
company policy, better interpersonal relationships between management and
employees, above industry standard salaries and allowances and through job
security. As motivators the bank recognized achievements of employees through
formal functions and provides training and development for career growth.
Analysis of modern studies on employee satisfaction.
Along with the evolution and changes of all other factors of
society, so does the nature and structure of formal organizations evolve and accordingly, with the diversification of human needs and the
complexity of life, the factors of motivation also change (Mullins,2005). For an example, if monetary rewards were an
important motivational factor years ago, this situation has changed in the
present day where employees may derive motivation from other sources.
Accordingly, motivational factors discussed in the present context of work are
examined below. (Bruce and Pepitone, 1999). propose an interesting viewpoint
which highlights that managers can only impact the factors that cause
motivation in employees and not motivation itself. According to (Lockley, 2012).
an important motivational strategy that can be
used by employers in motivation is training. This is important as the
more one is competent, comfortable in his job and has sufficient training to
work efficiently, the more the employee is driven to work on a continuous
basis. In a survey conducted, by (Simmens, 2017). was named the
14th best company to work in the world, where
employees clearly enjoy the professional development opportunities on offer in
the company where creativity is encouraged, and the scope for career
development is extremely high (Phillpott, 2017).
Advocating a different view (Llopis, 2012). says that alternative
working patterns such as job-rotation, job-sharing, and flexible working have
been branded as effective motivational tools. In the same survey mentioned
above McKinsey & Co. was rated the 7th best company to work in
and many employees have stated that they enjoy the
exposure to diverse industries and locations (Phillpott, 2017).An
interesting viewpoint regarding the role of employers in employee
satisfaction has been proposed by (Wylie, 2004). who says
that members of management primarily should be able to maintain the level of
their own motivation at high levels in order to engage in effective motivation
of their subordinates. Ranking Tesla as the 12th best company to work in, employees stated that the leader’s skill,
high levels of motivation and intelligence was a motivation to many employees
themselves. (Phillpott, 2017).
In further discussion, (Thomas,
2009). states that the main challenge of motivation in workplaces are the fact
that individual differences in motivation should be considered. In other words
he reiterates the fact that employees may have individual differences among
them such as their background and values. Therefore those in higher positions
need to identify such differences, be sensitive to such differences and work
accordingly. On the other hand (Llopis, 2012). draws attention to the
increasing relevance of the work-life balance problem for modern employees and
stresses its negative impact on the level of employee motivation. Specifically,
(Llopis, 2012). reasons that a work-life balance and the organizations role in
helping the employee to achieve that balance, is very important. In the survey which
studied the best 15 companies to work for in the world, Unilever was accredited
for its exceptional benefits where workers were content with flexible hours and
with the opportunity to work from home, demonstrating the company’s commitment
to a strong work-life balance.
Conclusion
In conclusion, (Applegate, 2018). states motivation can affect
Performance and Employee Turnover which is the main positive and negative
factor caused by motivation and demotivation accordingly, also Motivated
employees are said to perform better which is beneficial to the organization.
For an example offering commission to a salesperson results in a motivation to
work harder and therefore will increase performance. Furthermore if gratitude
is shown to an employee for good customer service, the individual will likely
strive to duplicate due to the positive reinforcement. On the other hand if one
demotivates another by threatening to reduce the hours of work or material
rewards, this will be a negative consequence of the motivation (Applegate, 2018). If attempts at motivation are flawed, poorly
executed or unrealistic, they may lead to increased turnover or absenteeism due
to demotivating working conditions. (Applegate, 2018).
References
Applegate, M. (2018).
Positive & Negative Effects of Employee Motivation [online].Available at.[Accessed
1 Jun. 2018].
Bruce,A.and Pepitone,J.S.(1999),Motivating
Employees,McGraw-Hill,New York,NY.
Dudovskiy,J.(2013). A
Brief Literature Review on Employee Motivation. Research-Methodology[online].Available
at[Accessed 1 Jun. 2018].
Giannantonio,C.M.,Hurley,h
and Taylor,A.E.F.W.(2011) Reflections on the Relevance of The Principles of
Scientific Management 100 Years Later.Journal of Business and Management.
(17),pp.7-10.
Llopis,G. (2012)The Top
9 Things That Ultimately Motivate Employees to Achieve.Forbes,April 6,2012
Lockley,M.(2012) The
Secret to Motivating a Team.The Guardian,January 6, 2012
Mason,K.(2017). The
impact of HR practices on employee motivation and performance.BA (Hons).Cardiff
Metropolitan University.
Phillpott,S.(2017) The
15 Best Companies to Work For in the World[online].Available at .
[Accessed 3 Jun. 2018].
Riyanto,S.,Sutrisno,A
and Ali,H.(2017) The Impact of Working Motivation and Working Environment on
Employees Performance in Indonesia Stock Exchange.International Review of
Management and Marketing, [online]. Available at.
[Accessed 4 Jun. 2018].
Sabir, A.(2017) Motivation Outstanding Way to Promote
Productivity in Employees.
American Journal of Management Science and Engineerin,2(3),
pp.35-40.
Sarachek,B.(2017)
Elton Mayo's Social Psychology and Human Relations.Academy of Management
Journal,[online].Available at< https://journals.aom.org>.[Accessed 4
Jun. 2018].
Turan,H.(2015)
Taylor’s Scientific Management Principles.Contemporary Issues in Personnel
Selection Period. Journal of Economics, Business and Management[online].Available
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Hertzberg’s Motivation-Hygiene Theory proposes that extrinsic rewards do not lead to high levels of motivation but could, if not at satisfactory levels, lead to low levels of motivation. In Hertzberg’s theory only the intrinsic rewards determine the workers’ levels of motivation. The extrinsic rewards must be of a satisfactory level, however, to provide the conditions for the intrinsic rewards to have an effect.
ReplyDeleteThe implications of this theory are that a worker who does not desire or receive high levels of intrinsic rewards will always display relatively low levels of motivation regardless of the levels of extrinsic rewards. Similarly, a worker who is highly satisfied with their levels of intrinsic rewards will only display high levels of motivation when their extrinsic rewards are also at satisfactory levels. As intrinsic and extrinsic factors are kept separate in the new model, it is possible to examine the effects of each upon motivation and effort.
If Hertzberg’s theory were correct, one would expect levels of total motivation and effort to correlate more highly with intrinsic motivation than with extrinsic motivation. It could also be argued that one should expect respondents to rate the intrinsic rewards (i.e. Hertzberg’s ‘motivators’) as being more important to them than the extrinsic rewards (i.e. ‘Hygiene factors’). This would also have the effect of making total motivation determined more by intrinsic rather than extrinsic factors, as per Hertzberg’s theory.
dinuka, Your contents are well noted, Herzberg’s two factor theory demonstrates that there are two important factors that could motivate the employees. The first aspect is to make sure that the employees are not dissatisfied (Marciano,2010). These factors are mentioned to hyglene factors and motivational factors increases job satisfaction,
DeleteAccording to Herzberg, the factors leading to job satisfaction are "separate and distinct from those that lead to job dissatisfaction." Therefore, if the management wants to motivate an employee, they need to have focus on the factors that offer employees satisfaction in their work place, such as achievement, recognition, rewards and responsibility. These are labels as motivated as written by Herzberg. However, there is another element that plays an important factor as well, which is the Hygiene factors, such as safety, flexible working hours, location, working environment (toilets, water dispensers), security and health care benefits.
ReplyDeleteMany current researches show that a motivated employee is an engaged, responsible and responsive employee, and this is one of the main aspects for success and growth in a company. One motivated employee can be more productive than an unmotivated, uninterested group of employees. When a company makes, employees feel engaged they are more likely to work harder for the good and growth of the company. This is because they can see first-hand what their contributions mean to the success and future of the company (Marciano,2010). In addition to being more productive, these employees constantly create higher-quality results. There would also be a decrease in employee turnover. Which is a saving to a company in the long run, since the company doesn’t need to allocate time and money to recruit and train their replacements.
Determining if a company has employees that are motivated and engaged is the first step to forming a winning work environment and culture. Employees who work with passion and feel a deep connection with the company they are employed at are the ones who drive innovation, creativity, are more initiative, inspiring and deliver a higher quality work, while moving the organization forward. On the other hand, disengaged employees are damaging to a company as they can infect the rest of your team with their negative views. This will only reduce efficiencies, slow productivity and can even cause key members and skilled, competent employees to leave the company, in search of new opportunities. Identifying these employees and addressing the cause of their unhappiness is critical. A company cannot motivate an individual who doesn’t want to be motivated (Fowler,2017). If actively disengaged people are unable or unwilling to reenergize and refocus, it may be necessary or critical to remove them from the company for the good of the entire team.
Your contents are well noted. Many of the aspects which you have highlighted are addressed in my blog. But thanks for the additional info joanne.
DeleteAccording to Watkiss ( 2004), motivation is the way to drive a person to do something. Much of the driven are the thought of a potential reward, or a consequence of not doing something,this is a result of the individual needs being satisfied (or met) so that individual has the inspiration to complete the task. Dickson (1973) employees are not motivated solely by money and employee behavior is linked to their attitudes. Herzberg, Mausner, & Snyderman (1959). motivation into two factors: motivators and hygienes ,Motivator or intrinsic factors, such as achievement and recognition, produce job satisfaction. Hygiene or extrinsic factors, such as pay and job security, produce job dissatisfaction. Vroom (1964). belief that employee effort will lead to performance and performance will lead to rewards , Rewards may be either positive or negative. The more positive the reward the more likely the employee will be highly motivated. Conversely, the more negative the reward the less likely the employee will be motivated. Ryan & Deci (2000). Given today‟s economy, a motivated workforce represents both a competitive advantage and a critical strategic asset in any work environment. Trembley, Blanchard, Taylor, Pelletier, & Villeneuve( 2009). Organizational researchers see employee motivation as a fundamental building block in the development of effective theories
ReplyDeleteMalitha, Your contents are well noted. Many of the aspects which you have highlighted are addressed in my blog. But thanks for the additional info,It is very much important that employees are satisfied as well as motivated simultaneously.
DeleteEmployee motivation is one of the key factors of an organization’s success. Employees are mainly motivated by both intrinsic and extrinsic motivation methods as per expectancy theory (Vroom, 1964). Various other motivational methods have been explained by Path Goal theory (Latham and Locke, 1979), Equity theory (Adams, 1965) and Hierarchy of needs (Maslow,1954) as cited in Armstrong (2010). Therefore, employee motivation is a vital aspect that should be undoubtedly understood by an organization to survive itself (Armstrong, 2006).
ReplyDeleteAccording to Adams’ equity theory, it could be noted that motivation could be achieved by balancing the inputs offered by employees (effort, time, skills, knowledge) with the outputs offered by the employer ''extrinsic and intrinsic rewards'' (Robbins, 2009).Thanks Pradeep,
DeleteAppreciate your input.
“The term motivation refers to factors that activate, direct, and sustain foaldirected behavior … Motives are the ‘whys’ of behavior – the needs or wants that drive behavior and explain what we do. We don’t actually observe a motive; rather, we infer that one exists based on the behavior we observe.” (Nevid 2013).
ReplyDeleteAccording to Lazear (2002), a central tenet of economics is that individuals respond
to incentives. For psychologists and sociologists, in contrast, rewards and punishments are often counterproductive, because they undermine “intrinsic motivation”. We reconcile these two
views, showing how performance incentives offered by an informed principal (manager) can
adversely impact an agents (worker) perception on the task, or of his own abilities. Incentives
are then only weak reinforcers in the short run and negative reinforcers in the long run. We also
study the effects of empowerment, help and excuses on motivation, as well as situations of ego
bashing reflecting a battle for dominance within a relationship.
Thank you Morais. Appreciate your input on another side of employee motivation,
DeleteMaslow's hierarchy of needs specifies pay as one of the levers that motivate employees. Equity theory refers to fairness and justice among employees, while work design (job characteristic theory) is essential for a motivated high-performing workforce. Yet they take a modular approach that only explains isolated pieces of the broader holistic relationship between employee motivation and performance. Although many researchers try to reconcile and find common implications from these traditional theories (e.g., Rainlall, 2004), they neglect taking a holistic or systems view for a comprehensive theory that should incorporate research from other disciplines
ReplyDeleteGehan, Your contents are well noted. Many of the aspects which you have highlighted are addressed in my blog,But thanks for the additional info
DeleteVandenberghe (2004) states that motivation is recognised as an stimulating force, it is what encourages achievement in workforces. This strength has inferences for the form, direction, intensity, and duration of behaviour. It clarifies what employees are motivated to achieve, how they will effort to accomplish it, how hard they will work to do so, and when they will stopover.”
ReplyDeleteHi Shyamika, thanks for the point much appreciated
DeletePropelling workers is imperative for an association on the grounds that spurred representatives enhance the association's execution; dependably search for better approach for getting things done; focus more on quality which is useful to the association; are more beneficial, are objective coordinated also, act in a purposive way (Aswathappa, 2005: :189). Moreover, Nel et al. (2007:41) talked about individual workers and their mental shrinks by expressing that "person execution is the consequence of propelled worker conduct that is best accomplished by coordinating the individual objectives with the objectives of the association". For the previously mentioned, this is expected to the actuality that the administration of associations has certain desires from representatives and the representatives similarly hope to get profits by the association. The usage of hierarchical changes may make workers feel debilitated and feel that their desires may not be met amid the procedure. Feeling undermined may happen if rebuilding brings about individuals moving to new positions, excess or a difference in contract of work to one with lesser advantage, bringing about a diminishment of a sentiment of security and advancement openings (Mullins, 2010a).
ReplyDeleteHi suresh, thanks for the point much appreciated.
DeleteAttacks on Herzberg’s Theory: Research criticized the following propositions of motivator-hygiene theory:
ReplyDeleteThere are different sources of job satisfaction and is an important problem as much as an infrequent event
dissatisfaction;
Motivator-hygiene theory is parallel to dual theory of man’s needs according to which physical needs work along with hygiene factors and psychological needs work with motivators.
(https://www.idosi.org/wasj/wasj24(8)13/9.pdf)
Dear lakmal, According to Maslow’s hierarchy of needs there are 5 levels of needs that need to be fulfilled in motivating employee (Kaur, 2013). Therefore this model could be used universally to motivate employees, Herzberg’s two factor theory demonstrates that there are two important factors that could motivate the employees. The first aspect is to make sure that the employees are not dissatisfied (Marciano,2010). These factors are mentioned to hyglene factors and motivational factors increases job satisfaction,
DeleteImportance of Employee Motivation
ReplyDeleteThere are several reasons why employee motivation is important. Mainly because it allows management to meet the company’s goals. Without a motivated workplace, companies could be placed in a very risky position.
Increased employee commitment
When employees are motivated to work, they will generally put their best effort in the tasks that are assigned to them.
Improved employee satisfaction
Employee satisfaction is important for every company because this can lead towards a positive growth for the company.
Ongoing employee development
Motivation can facilitate a worker reaching his/her personal goals, and can facilitate the self-development of an individual. Once that worker meets some initial goals, they realise the clear link between effort and results, which will further motivate them to continue at a high level.
Improved employee efficiency
An employee’s efficiency level is not only based on their abilities or qualifications. For the company to get the very best results, an employee needs to have a good balance between the ability to perform the task given and willingness to want to perform the task. This balance can lead to an increase of productivity and an improvement in efficiency.
saman, Your contents are well noted. Many of the aspects which you have highlighted are addressed in my blog, But thanks for the additional info
DeleteA motivated employee will bring the organisation to a better place.What makes a employee motivated?This i believe would depend on each personality.Maslow's hierarchy of needs specifies pay as one of the levers that motivate employees. Equity theory refers to fairness and justice among employees, while work design (job characteristic theory) is essential for a motivated high-performing workforce.
ReplyDeleteThanks Aneesha. Some points are already discussed in the blog but appreciate your comments,According to Adams’ equity theory, it could be noted that motivation could be achieved by balancing the inputs offered by employees (effort, time, skills, knowledge) with the outputs offered by the employer ''extrinsic and intrinsic rewards'' (Robbins, 2009).
DeleteAccording to Armstrong, M. (2014) there is two types of motivation;
ReplyDelete1. Intrinsic motivation
2. Extrinsic motivation
Intrinsic motivation: Intrinsic motivation takes place when individuals feel that their work is important, interesting and challenging and that it provides them with a reasonable 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.
Pink (2009) stated that there are three steps that managers can take to improve motivation:
1 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.
Extrinsic motivation: Extrinsic motivation occurs when things are done to or for people in order to motivate them. These include rewards such as incentives, increased pay, praise or promotion; and punishments such as disciplinary action, withholding pay, or criticism. Extrinsic motivators can have an immediate and powerful effect, but it will not necessarily last long.
Armstrong, M. (2014). A Handbook of Human resource Management Practice, Thirteen Edition, Kogan Page Publishing, London
Thank you Kohulakrishnan. Appreciate your input on another side of employee motivation
DeleteAs described by Arnold et al (1991) the three components of motivation are:
ReplyDelete1 Direction – what a person is trying to do.
2 Effort – how hard a person is trying.
3 Persistence – how long a person keeps on trying.
Well-motivated people engage in positive discretionary behavior – they decide to make an effort. Such people may be self-motivated, and as long as this means they are going in the right direction to attain what they are there to achieve, then this is the best form of motivation. But additional motivation provided by the work itself, the quality of leadership, and various forms of recognition and reward, builds on self-motivation and helps people to make the best use of their abilities and to perform well.
Armstrong, M. (2014). A Handbook of Human resource Management Practice, Thirteen Edition, Kogan Page Publishing, London
Thanks for the points Thusitha. I too agree with what you say.
DeleteIf you motivate wrongly, you may teach staff to be dishonest. Commission sales, not by definition but in special cases, can lead to integrity failure. If you do not tie customer satisfaction in with sales statistics when you motivate your employee, you by default are endorsing sales at any cost. This may lead to bait-and-switch techniques, employee quarreling over sales and over customers, and fabricating statistics. The resulting reduction in customer and employee satisfaction may be costly
ReplyDeleteThanks for the points Sonali.appreciate your comments.
DeleteExtrinsic motivation is related to tangible rewards such as salary and fringe benefits, security, promotion, contract of service, the work environment and conditions of service. These are what need to be done to or for people to motivate them. They are often determined at the organizational level and may be largely outside the control of the individual managers. Extrinsic motivators can have an immediate and powerful effect but will not necessarily last long (Mullins, 2005; Armstrong, 2006).
ReplyDeleteThusha, Your contents are well noted. Many of the aspects which you have highlighted are addressed in my blog.But welcome your comments.
DeleteIn today’s highly competitive labor market, there is extensive evidence that organizations regardless of
ReplyDeletesize, technological advances, market focus and other factors are facing retention challenges. Prior to the September
11 terrorist attacks, a report by the Bureau of National Affairs (1998) showed that turnover rates were soaring to
their highest levels over the last decade at 1.3 % per month. There are indeed many employee retention practices
within organizations, but they are seldom developed from sound theories. Swanson (2001) emphasized that theory
is required to be both scholarly in itself and validated in practice, and can be the basis of significant advances.
Given the large investments in employee retention efforts within organizations, it is rational to identify,
analyze and critique the motivation theories underlying employee retention in organizations. Low unemployment
levels can force many organizations to re-examine employee retention strategies as part of their efforts to maintain
and increase their competitiveness but rarely develop these strategies from existing theories. The author therefore
described the importance of retaining critical employees and explained how employee retention practices can be
more effective by identifying, analyzing, and critiquing employee motivation theories and showing the relationship
between employee motivation and employee retention. Furthermore, Hale (1998) stated that 86% of employers
were experiencing difficulty attracting new employees and 58% of organizations claim that they are experiencing
difficulty retaining their employees. Even when unemployment is high, organizations are particularly concerned
about retaining their best employees.
Thanks Rangani. Appreciate your input on another side of employee motivation.
DeleteEmployee motivation is a key factor in making an employee an effective & efficient employee, which leads the employee to be an engaged in archiving organizations goal. It all begins when the employee joins an organization. HR & Special departments such as Talent Acquisition departments are responsible for hiring right employees to the organization. It is all about hiring the right person for the right job. Then begins the leaderships responsibility of shaping an employee & setting the mindset of an employee to align them towards organizational goals & make sure the employee understands what benefits it will bring towards that individual by actively engaging in organizational goals.so the employee will be a productive, successful and an engaged employee willingly knowing that will benefit & improve their life as well.
ReplyDeleteThe process of recruitment and selection involves identifying and attracting a pool of candidates for a given vacancy and selecting the right person (Armstrong, 2006). Thanks Veranga, appreciate your comments on another side of employee motivation.
DeleteThis comment has been removed by the author.
ReplyDeleteIt is related to tangible rewards such as salary and fringe benefits, security, promotion, contract of service, the work environment and conditions of service. These are what need to be done to or for people to motivate them. They are often determined at the organisational level and may
ReplyDeletebe largely outside the control of the individual managers. Extrinsic motivators can have an immediate and powerful effect but will not necessarily last long (Mullins, 2005;
Armstrong, 2006)
Thanks Yasiru. Some points are already discussed in the blog but appreciate your comments
DeleteThere are two motivation which could be differed as Intrinsic (internal) motivation and Extrinsic (external) motivation (Richard & Edward 2000).
ReplyDeleteIntrinsic motivation comes from one’s self-desire to seek out new things and to challenge oneself. It is the eagerness to learn, to gain knowledge and to explore self-values and capabilities (Ryan 2000). When a person has intrinsic motivation, it means he or she does the job with interest and enjoyment. Such persons have the tendency to be engaged in their jobs, do their work with passion and willingness, striving for best results and self-reward as well as continuously improving their skills and abilities (Wigfield 2004). On the contrary, extrinsic motivation refers to the performance of activities to achieve the desired outcomes. Extrinsic motivation can arise from both internal and external factors. However, most of the time it comes from the impact of external factors rather than internal ones.
Hi Dakshan, An organisation that operates in a country where the economy is growing at a faster rate, it is likely that the companies will offer both factors in order to get benefited from the economic growth. Therefore in order to retain employees the organisations will offer a combination of hygiene and motivating factors.
DeleteHowever in certain organisations it is believed that only extrinsic rewards (tangible) are needed to motivate people therefore only salary increments are offered. But in the long term this could have a negative impact on the employee motivation levels.but appreciate your comments
Schedule public announcements to recognize employee. For example, at staff meetings recognize employees whose performance exceeds expectations. Employee recognition is a tremendous motivator, according to management consultant and professor Frederick W. Herzberg, who advocated the use of employee recognition in his two-factor theory on what employees need for job satisfaction.
ReplyDeleteThanks Haran. Appreciate your input on another side of employee motivation
DeleteAccording to McClelland, who is best know for describing three types of motivational need, which he identified in his book, the achieving society(1961), the three types of motivational needs tends to be, achievement motivation (n-ach) that's a person with a strong motivational need for achievement will seek to reach realistic and challenging goals and job advancement. there is a constant need for feedback regarding progress and acheivement.
ReplyDeletesecond motivational need is Authority/power motivation (n-pow) a person with this dominant need is 'authority motivated'. the desire to control others is a powerful motivating force, the need to be influential, effective an to make an impact.
then finally comes Affiliation motivation (n-affil)the person with the need for affiliation as the strongest driver or motivator has a need for friendly relationships and is motivated towards interaction with other people.
Thanks Tharindu. Appreciate your input on another side of employee motivation
DeleteAccording to a study conducted by Grant (2008), motivation imposes employee outcomes for instance performance and productivity. He also established that motivated employees are more oriented towards autonomy and are more self-driven in contrast to less motivated employees. Further, motivated employees are highly engaged and involved in their work and jobs and are more willing to take responsibilities (Kuvaas & Dysvik, 2009).
ReplyDeleteDear Chanaka Your contents are well noted. Many of the aspects which you have highlighted are addressed in my blog,But welcome your comments.
DeleteThe 'hygiene-motivation' or 'two factor' theory resulted from research with two hundred Pittsburgh engineers and accountants. Herzberg designed to divide employee's attitudes to their jobs, to discover what indicates these attitudes, and what contacts they had on the person and their motivation to work. Questions were asked about the points if satisfaction and dissatisfaction. From their responses, Herzberg contented that man has two sets of needs:
ReplyDeleteo Lower level needs as an animal to avoid pain and deprivation
o Higher level needs as a human being to grow psychologically.
Some organizations have the first set but not the second and vice versa. The first set is known as 'hygiene factors' and the second se tis known as 'motivators'.
Employee motivation represents the level of energy, commitment and creativity employees bring to their jobs and work place. Employee motivation is essential for an organization and the management to achieve company’s business goals. A company with demotivated employees will be placed in a very risky position. Motivated employees lead to increased efficiency ,performance and productivity and helps organizations to reach for higher levels of output.
ReplyDeleteMotivation can be specified as a management process, which encourage people to work better for the overall benefit of the organization, by providing them motives, which are based on their unfulfilled needs. The matters arising is: “why managers need to motivate employees?” (Herzberg, 1959).
ReplyDeleteIt is apparent that managers needs to motivate employees if they want to get the necessary results for the organization.
It can also be argued that there are many ways to enhance performance of employees in organization (e.g. diversity, leadership, etc.), therefore, managers should not focus solely on motivation. It can also be concluded that intrinsic factors in particular can greatly enhance employee productivity