01.Employee Motivation
For example. , a manager may give out an employee of the month award or offer a bonus to the highest performing worker in a department. In contrast, an intrinsically motivated employee is inspired to do well from a desire for acceptance, meaningful work, power, independence or some other internal factor (Tosi H.L, 2000).
ii. Are better problem-solvers Problem-solving skills are something most employers look
for in their employees. If you have employees who are motivated, they will also
work harder to solve problems and challenges.
iii. Are more innovative and
creative When employees are motivated and engaged,
they think about innovative ideas that could help optimize business
performance.
iv. Are proactive Motivated employees proactively look for new solutions to
eliminate challenges and achieve goals. They don’t wait for feedback, and they
often evaluate their own work.
v. Are more productive More motivation and engagement often lead to more
productivity. Therefore, companies with motivated employees are often more
productive than others.
vi. Understand the company’s
goals better Motivated employees want to understand how
their work contributes to the overall company success. Therefore, they always
want to understand what the company’s mission, vision, and objectives are.
vii. Work towards achieving
their own goals By understanding the company's goals,
motivated employees are excellent in understanding and achieving their own
goals.
viii. Work towards achieving
the company’s goals In addition to working hard to achieve their own goals,
motivated employees also care about achieving team and company goals.
ix. Are better team
players As most motivated employees are driven by the
company's goals and objectives, they are more likely to be team players than
solo players.
x. Have a good impact on other
employees Disengaged employees often have a negative impact on
others. In addition, their negativity may create an unhealthy company culture.
- Adams, J. S. (1965). Inequity in social exchange. In L. Berkowitz (ed.), Advances in experimental social psychology. New York: Academic Press.
- Bedeian, A. G. (1993). Management (3rd ed.). New York: Dryden Press.
- Bowen, B. E., & Radhakrishna, R. B. (1991). Job satisfaction of agricultural education faculty: A constant phenomena. Journal of Agricultural Education, 32 (2). 16-22.
- Dickson, W. J. (1973). Hawthorne experiments. In C. Heyel (ed.), The encyclopedia of management, 2nd ed. (pp. 298-302). New York: Van Nostrand Reinhold.
- Harpaz, I. (1990). The importance of work goals: an international perspective. Journal of International Business Studies, 21. 75-93.
- Herzberg, F., Mausner, B., & Snyderman, B. B. (1959). The motivation to work. New York: John Wiley & Sons.
- Vroom, V. H.
(1964). Work and motivation. New York : Wiley.
Robbins (1993) stated that motivation is the “willingness to exert high
ReplyDeletelevels of effort toward organizational goals, conditioned by the effort’s ability to satisfy some individual need.”
Well, Dhanushka. All employees need some kind of motivation to be engaged and achieve the goals in the job that they do. Motivation is the inner force that drives people to do things and achieve things. (Shahzadi et al,2014)
ReplyDeleteAgree with your comment Krishan, And Bartol and Martin (1998) consider motivation a powerful tool that reinforces behavior and triggers the tendency to continue. In other words, motivation is an internal drive to satisfy an unsatisfied need and to achieve a certain goal. It is also a procedure that begins through a physiological or psychological need that stimulates a performance set by an objective.
DeleteAdding to your article on Employee motivation which is a very important topic in contemporary HRM ,
ReplyDeleteMaslow (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.
Champagne & McAfee in their book Motivating Strategies for Performance and Productivity: A Guide to Human Resource Development listed some potential ways of satisfying employee needs:
1. Physiological - Cafeterias, vending machines, drinking fountains
2. Security -
Economic - Wages and salaries, fringe benefits, retirement benefits, medical benefits
Psychological - Provide job descriptions, give praise/awards, avoid abrupt changes, solve employee’s problems
Physical - Working conditions, heating and ventilation, rest period
3. Affiliation - Encourage social interaction, create team spirit, facilitate outside social activities, use periodic praise ,allow participation
4. Esteem - Design challenging jobs, use praise and awards, delegate responsibilities, give training, encourage participation
5. Self-actualization -Give training, provide challenges, encourage creativity
Hi Naomi,
DeleteMaslow's motivational hierarchy is one of the widely used theories in the context of motivation. Same with many management theories this model also being challenged in many instances.
Motivation is not the same as satisfaction. “Put simply, satisfaction is past-oriented, whereas motivation is future-oriented” (Denhardt et al.,2008).
Goebel and Brown (1981) looked at Maslow's hierarchy and argues that needs for Psychological, Sociological, Esteem and Actualization need do not necessarily go in a hierarchical order. Mahatma Gandhi would be the best example. His passion for self-actualization supersedes his requirement for physiological and sociological
It seems that personality plays a pivotal role here.
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ReplyDeleteI agree with your content, However I was processing my thoughts in reverse, on what demotivates an employee. Abu-Jarour (2014) have found that "demotivation can be resulted of many factors inside and outside the organization. The factors inside an organization are related to the financial aspects achieved by the employee. The low income as compared to the effort is considered the principal cause of demotivation. One other important factor cause demotivation is the slow development of the employee inside the organization that lead to demotivation. One more factor is the fear that the employee may get of loosing his job or to be replaced by any other person who has more qualification may lead to demotivation. Outside an organization demotivation factors are summarized through the achievements that one employee can get through his work on the social and life levels. Low achievements lead to demotivation." I think this gives an idea of what to avoid from happenning in an organization on the employee level and use motivate strategies to motivate employees in turn.
ReplyDeleteAbu-Jarour, S.F., 2014. Person demotivation in organizational life. International Journal of Business and Social Science, 5(1).
According to Sekaran (2008), motivation has three main components: level, direction, and persistency. Level refers to how much physical and mental effort a person puts in to complete a task. The term "direction" refers to the decision of where personnel will focus their efforts. Persistence determines an employee's ability to maintain the enacted effort throughout time, particularly under unusual circumstances.
ReplyDeleteAs per Herzberg’s two-factor theory is a powerful concept where Organizations in the modern service industry still use its application with high success to create a culture where employees are highly motivated. However, it will always be a balancing act between hygiene and motivation factors where each organization needs to find its optimized formula to achieve the desired sweet spot when it comes to ideal motivation and no dissatisfaction.
ReplyDeleteOrganizations should also consider employees suggestions when it comes to improving employee satisfaction and focus on every level of employees and analyze each department for detailed information about the needs of employees and use the feedback to improve the organizational environment and fulfill their needs not only does this enhance efficiency, growth and innovation but they also increase employee motivation and trust in the organization (Dobre, 2013).
ReplyDeleteDobre, O.I. (2013). Employee motivation and organizational performance. Review of applied socio-economic research, 5(1).
According to Varma, (2018) Employee satisfaction or motivation is studied not only to handle turnover, but also other negative effects of dissatisfaction such as absenteeism, low performance, lower morale, low contribution to the team, less coordination, and less orientation towards organizational objectives, all of which can affect an organization's ability to compete in a highly competitive business environment and HR must create an organizational environment and develop organizational culture that takes current needs into account.
ReplyDeleteReference
Varma, C. (2018). (PDF) IMPORTANCE OF EMPLOYEE MOTIVATION & JOB SATISFACTION FOR ORGANIZATIONAL PERFORMANCE. [online] ResearchGate. Available at: https://www.researchgate.net/publication/329698335_IMPORTANCE_OF_EMPLOYEE_MOTIVATION_JOB_SATISFACTION_FOR_ORGANIZATIONAL_PERFORMANCE.
Agree with you Hasara, and Motivation is defined as "some kind of internal drive which pushes someone to do things in order to achieve something" (Harmer, 2001)
ReplyDelete