Understanding Employee Motivation
Understanding Employee Motivation
Introduction
Mohsen
et al, (2014) endorsed that the real assets of an organization are the
employees and it’s considered as the engine of any company. There is a growing
need to have staff performing their jobs to perfection and the organization
acquire the required output from employees. In order to achieve the
organizational overall objectives companies recruit employees who have the
right frame of mind, the attitude and the desire to perform their duties. (Al –Madi et al, 2017, 134).
Employee
Motivation plays a vital role in any organization for its long term growth and
stability, which has a direct link with the performance of the employees.
Employee motivation and performance are essential or critical tools for the
success of any organization in the long run in this competitive and volatile
environment.(Dobre, 2013). Based on numerous studies done, it is evident that
there is a positive relationship between employee motivation and organizational
effectiveness. (Dobre, 2013).
Motivation
is the force that energises, directs and sustains behaviour. It provides the
personal and dynamic element in the concept of engagement. High performance is
achieved by well-motivated people who are prepared to exercise discretionary
effort (Armstrong, 2010). To achieve the objectives of an organization, the
individuals/ employees should be adequately stimulated and energetic, must have
a clear focus on what is to be achieved and must be willing to commit their
energy for a long period of time to realise their goals. People are motivated
when they expect that a course of action is likely to lead to the attainment of
a goal and valued reward – one that satisfies the need and the wants.
(Armstrong and Taylor, 2014).
As suggested by Tella et al (2007) the
responsibility of a manager is to get things done through employees, managing
people within the organization is an integral part of the management process.
According to Geomani (2012) to manage people, the manager should be able to motivate
employees adequately.
Organizations use maximum potential of their
human resources to stay in competition and to survive. Great organizations are
built on the inherent value of their human resources ,motivation and commitment
of its employees. (Mohsan et al., 2004).
Intrinsic
and Extrinsic Motivation
There are two types of Motivations, which can
be classified as follows. Intrinsic Motivation and Extrinsic Motivation.
(Armstrong and Taylor, 2014). Individuals are intrinsically motivated when they
seek enjoyment, interest, satisfaction of curiosity, self-expression or
personal challenge in the work. Individual pleasure or interest in the work
drives the intrinsic motivation and intrinsically motivated employees do not
carry out their tasks for the sake of external rewards and these employees’
main concern is the feeling of inner pleasure. Intrinsic motivation drives the
employees to perform the organizational tasks without anticipating any external
incentive. (Keijerz,2010).
I’m
presently working for a leading diversified conglomerate in Sri Lanka. We have
employees who are currently working in our organization for more than 20 years
who are intrinsically motivated to serve the organization.
Extrinsic
motivation is the opposite of intrinsic motivation and it is all to do with
performing tasks in anticipation of external rewards or benefits such as higher
salaries. Increase in extrinsic factors alone does not lead to an increase in
performance. It is argued that extrinsic factors have an influence on intrinsic
motivation and in some cases can even decrease intrinsic motivation
(Keijerz,2010).
Theories of Employee Motivation
There
are many theories pertaining to Employee motivation. This blog will discuss the
following theories of Motivation
• Maslow's hierarchy of needs theory
• Herzberg's two- factor theory
Maslow's Hierarchy of needs theory
Maslow's
hierarchy of needs is a motivational theory in psychology comprising a
five-tier model of human needs, often illustrated as hierarchical levels within
a pyramid (McLeod, 2007) According to Maslow, employees have five levels of
needs physiological, safety, social, ego, and self- actualising. Maslow argued
that lower level needs had to be satisfied before the next higher level need
would motivate employees.
Figure
01 - Pyramid of Maslow’s Hierarchy Needs Theory
(Source: Mcleod, 2007)
As a
practical example I wish to relate how the Maslow’s
hierarchy of needs theory could be applied in our organization in order to
motivate employees across all levels. Our Company has a proud history over 160
years and it is currently been owned by the Sri Lankan richest person. We have
committed, dedicated and motivated employees who are geared to achieve the
overall objectives of the organization.
Biological /Physiological Needs – Overall Employee remuneration
packages offered to the staff across all levels are high when compared with
similar organization operating in Sri Lanka. The labourers & Clerical staff
are been provided with meal and travel allowances in addition to the medical
and Insurance scheme which they too enjoy like the other employees in our organization. The labour turnout rate is kept at bare minimum which is a KPI
for the Group Human Resource Department.
Safety Needs - The Group Human
Resource Department guarantees that the Employee Jobs are secured by carrying
out performance appraisals on a Quarterly, Half & Annually to guide,
identify training and development needs for staff who are behind in achieving
the agreed KPI set by the organization.
Love & Belonging - Our organization ensures that a
pleasant & friendly working environment is maintained across all levels to
carry out their day to day office activities. Despite having a hierarchical
structure in our organization, we have a common lunch room, recreational club
for all staff irrespective of the position that they hold in the organization.
We inculcate a common set of values, believes system among all staff to create
a pleasant working environment in order to motivate the staff to achieve the
overall objectives of the organization. Hence, we consider each employee and
make them feel that they are part of the team whilst maintaining a friendly
relationship between the superior and the subordinates.
Esteem Need - The organization recognises employees at Annual award ceremonies for the Contribution, efforts
he or she has made for the overall growth of the organization. This type of working
culture which has been practised over the years Motives the employees to
perform better on year on year basis as the company values and recognised the
contribution made by each employee. The
Company provides luxury vehicles, entertainment allowances, exclusive hotels
and foreign travel for Senior Management to maintain their status quo in the organization.
Self-Actualization - This is been practised by Our
Chairman who contributes part of his
earnings on CSR projects initiated by himself to commemorate his Birthday. On
various occasions he has donated high valued medical equipment to needy
Hospital in the Country. To name few of the projects undertaken by him are
donating of 1000 ICU / Hospital Beds, Donating of Neuro Navigation System to
Neuro Theatre of National Hospital of Sri Lanka. Donating of Physiology lab to
Medical Research Institute (MRI).
Herzberg's
two- factor theory
Herzberg’s two factor
theory also called as the Theory of Motivation and Hygiene Factors which is a
well-known theory of motivation.
Figure 02 – Herzberg’s two factor theory
Motivators
(Leading to
Satisfaction)
|
Hygiene
(Leading to
Dissatisfaction)
|
Achievement
Recognition
Work Itself
Responsibility
Advancement
Growth
|
Company Policy
Supervision
Relationship with Boss
Work Conditions
Salary
Relationship with Peers
Security
|
(Source:
Keijerz, 2010)
Same
practical example used in this blog to explain the Hierarchy of needs will be
applied to support Herzberg two factor theory. Our organization gives priority
to Motivators than the Hygiene factors to improve the performance of the
employees by creating a healthy working environment. We at Delmege practice
open door policy where the Junior Employees are encouraged to discuss issues
with their immediate superiors for any work related issues in the event that it
affects his or her task / responsibilities assigned by the organization. The organization has a clear set of standard operating procedures (SOP’s) to guide each employees on the
responsibilities assigned to them by the organization. The training needs of
employees are discussed at the annual performance appraisals. The employees are
empowered to perform his or her task under the clear guidance of the immediate
superior.
Conclusion
The
two motivation theories captured in this blog make some contribution to an
understanding of the process that affect motivation. Although the ideas
developed by Maslow & Herzberg have had considerable appeal to many people,
the prevailing view in the academic literature is that the specific prediction
of these theories are not supported by practical evidence. On the other hand it
would be a mistake to underestimate the influence that these theories have had
on research and practice. ( Gerhart and Rynes, 2003 ).
List of References
Al-Madi,
F.N., Assal, H., Shrafat , F. and Zeglat ,D. (2017) The Impact of Employee
Motivation on Organizational Commitment. European
Journal of Business and Management, 9(15) 134
Armstrong, M. (2010)
Armstrong's Essential Human Resource Management Practice: A Guide to People Management. India: Replika Press (Pvt) Ltd
Armstrong, M. and Taylor, S. (2014) Armstrong’s Handbook of Human Resource Management Practice. 13th
Edition. UK: Ashford Colour Press Ltd.
Dobre,O.I. (2013) Employee
motivation and organizational performance. Review
of Applied Socio- Economic Research. 5 (1) 53-60.
Gerhard, B. and Rynes, S.L ( 2003).Compensation
: Theory, evidence and strategic
implications. Thousand Oaks CA :Sage
Keijzers, B. (2010) Employee
Motivation and Performance. Bachelor Thesis.
McLeod, S. A. (2007) Maslow's Hierarchy of Needs. HCC
Certificate in Counselling Skills,1(1) 1-8.
Mohsan, F., Nawaz, M. M.,
Khan, M., Shaukat, Z., & Aslam, N. (2004) Are Employee Motivation,
Commitment and Job Involvement Inter-related: Evidence from Banking Sector of
Pakistan. International Journal of
Business and Social Science. 2 (17) 226-233
Tella,
A., Ayeni, C. O., & Popoola, S. O. (2007) Work Motivation, Job
Satisfaction, and Organizational Commitment of Library Personnel in Academic
and Research Libraries in Oyo State, Niger
As you mentioned that motivation is the most important thing with relevant to employees's performance. As a manager, he should always strive to improve and reform work in order to promote the existence and prosperity of the organization and workplace. He has to demonstrate the managerial role and effectively make the most of every possible resource in managing in order to achieve the goals and objectives of the organization and workplace.
ReplyDeleteAccording to Johnson (2011), Organizations need to understand employees' voices and understand needs, issues, and values. This is the most powerful driving force for employee performance. In support of Robinson et al. (2004) Identify key elements that contribute to feeling valued and involved including the ability to participate in decision-making and express ideas.
Whilst endorsing the comments on my blog Nadani, Motivation is very much needed for employees in an organization to be more productive and management or leadership style has an important role to play. Although individuals have their expectations, it is the leadership’s responsibility to develop and align which are suitable to bring job satisfaction to their employees (Badubi, 2017).
DeleteMoney has a high influence of person’s life and hence still it is valid as motivator. The reward system, job title, periodical performance reviews can also be considered as motivators.
ReplyDeleteDear Diana, Thank you for your comments made on my blog. According to Sara et al, (2004) Money is the fundamental inducement; no other incentive or motivational technique comes even close to it with respect to its influential value .It has the supremacy to Influence, maintain and motivate individuals towards higher performance. As per Whitley ( 2002) pay of an employee does not boost productivity on the long term and money does not improve performance, efficiency and effectiveness of an employee significantly. Nevertheless, with a reasonable salary, non-financial factors such as rewarding, social recognition and performance feedback to improve oneself aids the worker to be motivated which results in the improvement of business
DeleteMoney has a high influence of person’s life and hence still it is valid as motivator. The reward system, job title, periodical performance reviews can also be considered as motivators (David 1987).
DeleteIn addition to what you've mentioned about extrinsic factors having an influence on intrinsic motivation, Cognitive evaluation theory also contends that the use of extrinsic rewards may destroy the intrinsic motivation that flows from inherent job interest(Armstrong & Taylor, 2014). If the reward is in the form of feedback, an idea of sense of appreciation will be conveyed to the employees which will result in enhanced intrinsic motivation. But if the rewards are used to motivate people(for example monitory or non monitory), it will undermine intrinsic motivation(Deci & Ryan, 1985 in Armstrong & Taylor, 2014).
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DeleteThanks for your comments Panchali, I agree with you totally if employees are intrinsically motivated in the form of feedback, an idea of sense of appreciation is conveyed to employees. As suggested by Whitley ( 2002) extrinsic rewards such as pay does not boost the productivity in the long run and money does not improve performance significantly . If the employees feels that they are been appreciated for their work and are involved in decision-making process, their enthusiasm and motivation levels will go up which will lead to higher levels of loyalty and productivity (Dobre, 2013).
As per the scientific research done by Frederick Taylor, it has emphasized that money as the fundamental factor in motivating the industrial workers to attain greater productivity (Abadi, et al, 2011). Further many researches has proved that rewards also contribute in considerable level for the motivation and performance of the employee (Kalimullah, et al, 2010).
ReplyDeleteIn addition, A good managerial relation is an important factor in fostering employee motivation. This could be easily be implemented by actions such as, help with job related problems, awareness of employee difficulties, good communication, and regular feed-back. Since Employees need to have input into decisions that affect them, Managers could use recognition and respect as a factor of motivation. This is an easy condition to create with feedback (Tella, 2007).
DeleteDear Dharshana, I totally agree with your comments made on my blog. According to Tella et al, ( 2007) Organizations uses various strategies to motivate their employees. In order to make employees satisfied and committed to their jobs, effective motivation at the various levels in the organization is strongly needed (Tella et al, 2007). As suggested by Mohsen et al, (2004) organizations want to use maximum potential of their human resources to stay in competition and to survive. Great organizations are built on the inherent value of their human resources, and the motivation and commitment of its employees.
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.
ReplyDeleteManagers should be aware of the differences between motivation and satisfaction. On the one hand, motivation is influenced by forward looking perceptions about the relationship between performance and rewards, while on the other hand, satisfaction is the result of past events and refers to people’s feelings about rewards they have received. Therefore, this distinction is important when trying to improve the organizational performance, as they need to focus on all the possible means to enhance motivation (Dobre, 20013).
Dear Kaleel, Motivation is, basically a psychological process, along with perception, personality, attitudes, and learning, motivation is a very important element of behaviour (Tella et al, 2007). Geomani (2012) is of the opinion that motivation is very significant in the achievement of every organization’s growth. George and Sabapathy (2011) argued, that work motivation stimulates an individual to take an action, which will result in attainment of some goals, or satisfaction of certain psychological need. I agree with you that the Managers should be aware of the differences between motivation and satisfaction. This difference is important when trying to improve the organizational performance, as they need to focus on all the possible means to enhance motivation. In order to sustain their competitive advantage, nowadays organizations have to adapt to the latest technologies and to face globalization. As Ford (2005) noticed, the certain challenges that organizations face are the economic, social, political and technological changes all of them taking place in the external environment. Nevertheless, adapting to these changes can be an opportunity and a source of motivation for sustaining the competitive advantage.
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ReplyDeleteResearchers have been studying Motivation concept for over a century and have come with remarkable progress for explaining motivation which can be interpreted into the workplace. There are many theories including Maslow’s hierarchy of needs, Herzberg’s two-factor theory, different types of motivation, such as intrinsic and extrinsic, and the PERMA model used to explain motivation concept (Burton, 2012).
ReplyDeleteHere you used Maslow’s hierarchy of needs and Herzberg’s two-factor theory to explain employee motivation. Maslow’s Hierarchy of Needs Theory suggests that people satisfy their needs according to a specific order. Hence, the needs higher at hierarchy are cannot understand until those lower are achieved (Muezart, 2013). However, Researchers have proved that there is lack of hierarchical structure of needs as suggested by Maslow, though every individual has some ordering for his need satisfaction. There are always some people to whom, the need for self-esteem is more prominent than social needs (Amra & Senad, 2018; Miner, 2006).
When consider Herzberg’s two-factor theory, the disadvantage is that factors that motivate can change during an individual's lifetime. By way of young employee, sees job security as a hygiene factor, while an older employee sees it as a motivator (Amra & Senad, 2018; Kwasi & George, 2011; Sledge et al., 2008).
Dear Himashi, Thank you for commenting on my blog. I agree with you, both Motivations theories that I have elaborated in my blog have limitations and criticisms.
DeleteAccording to Kaur (2013) Maslow’s Hierarchy of needs theory, all the employees are not able to satisfy their higher order needs on the job. Further, managers from higher ranks of organizations are able to satisfy both their growth and deficiency needs whilst lower level managers are able to satisfy only their deficiency needs on the job. Accordingly, Maslow’s theory does not support regarding the specific conception it proposes (Greenberg and Baron, 2003).
Although Herzberg’s theory was generally accepted, there are some criticisms that it applies least to people with largely unskilled jobs, repetitive, monotonous and limited in scope. He was also accused of assuming a correlation between satisfaction and productivity though his research stressed satisfaction and ignored productivity. Recent research indicates that employee satisfaction does not necessarily contribute directly to productivity. Satisfaction may be viewed as a passive attribute, while more proactive measures such as motivation levels are viewed as more closely linked to behavioural change and performance. (Hayday, 2003).
Extrinsic motivation is commonly used to entice employees. Organizations can control the use of extrinsic motivation by deciding the best method of instilling them. Employers needs to make sure that it is known to employees what factors needs to be met in order to obtain these extrinsic motivations. This will help in aiding the proper utilization of an employees’ skill within the workplace.(Turner,A and Cheng,M.2017)
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DeleteDear Dasun, In addition to what you have commented on my blog, Turner ( 2017) further explains that Employers needs to explore the extrinsic motivational options that are currently available within the organization and also needs to determine whether it needs to revised by looking at the current status of their employees. Employers should also look at how employees could be motivated intrinsically. Therefore, employers can be aware of what intrinsic and extrinsic motivations can do to their company’s success and apply them as necessary within appropriate levels of their organization.
Motivation is a complex concept and can help or harm an organization depending on how it is used within an organization. If a manager takes the time to understand the needs of his/her employees, then the recognition extremely useful for upgrading employees’ performance(Ryan and Edward, 2012). When motivating employees, there are two main ways: financial motivation and non financial motivation.When speaking about financial motivators, it means that the employer spends money a lot on the reward directly, or the employee receives some kind of monetary reward.Unlike financial motivators, non-financial motivators are more plentiful and can bring out the creativity of managers(Ramlall and Sunil, 2004;Doyle and Shawn, 2004).
ReplyDeleteAccording to my point of view,it needs to be noted that not every employee is motivated in the same way. Every employee is different and has different needs. The manager especially line managers need to take this into account and recognize the differences between each employee to make sure they are helping them meet their needs(Baldoni,2012). People may not necessarily be motivated by one particular factor, but it could be a combination of things that really want them to work.
Dear Madukka , Whist acknowledging the comments made on the blog , I invite you to read the article written by by Jennifer Paterson on “ Line Managers have a vital role in Motivation available on “https://www.employeebenefits.co.uk/issues/february-2011/line-managers-have-vital-role-in-motivation/ . According to Jennifer Paterson “Line managers’ play a fundamental role in employees’ motivation, engagement and commitment to their employer. The saying that an employee does not leave a job, but leaves a manager, often holds true.
DeleteAccording to the Working through a difficult economy survey published by behavioural and ability assessment firm SHL Group November 2010, only 56% of staff felt motivated in the workplace. Sean Howard, vice-president of solutions marketing at SHL, says: “Praise and recognition is the cheapest form of motivation, but it just does not happen very often.”
Line managers are ideally placed to counter this. Many organisations offer individual incentives, rewards and online recognition schemes to build motivation and engagement, but this form of acknowledgement has more impact if a line manager creates a personal link with their staff, has the right communication skills, and uses recognition as an impromptu reward tool rather than on a more formalized basis.”
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ReplyDeleteThe groundwork of Two-Factors Theory is built on the factors for employees’ job satisfactions. According to Spector (1997), Job satisfaction is defined as "the extent to which people like (satisfaction) or dislike (dissatisfaction) their jobs". It has been recognized to have its positive impact on organizational performance and employees’ commitments (Levy, 2003); on the contrary, contrariwise with absenteeism and turnover intentions (Yousef, 2000). Following the definitions provided, it may assumes that if individuals place high preferences on Extrinsic Factors such as Working Environment or Supervision, then the Extrinsic Factors will have positive effects towards their job satisfactions, rather than only prevent their dissatisfaction and keep them in a neutral feelings (Tan, 2013).
ReplyDeleteAbove statement gives us a hint that Hygiene Factors are also Motivators in some cases. How do you address that?
Dear Tharindu, Thank you for commenting on my blog. I wish to clarify you query as follows. "Herzberg Two-Factor Theory is closely associated to Maslow's hierarchy of needs but it introduced more factors to measure how individuals are motivated in the workplace. This theory claimed that meeting the lower-level needs (extrinsic or hygiene factors) of individuals would not motivate them to exert effort, but would only prevent them from being dissatisfied. In order to motivate employees, higher-level needs (intrinsic or motivation factors) must be supplied. The implication for organizations to use this theory is that meeting employees’ extrinsic or hygiene factors will only prevent employees from becoming actively dissatisfied but will not motivate them to contribute additional effort toward better performance. To motivate employees, organizations should focus on supplying intrinsic or motivation factors”. (Robbins, 2009)
DeleteDear Upul,
ReplyDeleteThanks for sharing your own experience at your company to elaborate the motivational factors.
According to a research done at USA by Gallup, only 21% of employees have agreed that their performance is managed in a way that motivates them to do outstanding work (Gallup, 2017 Report on 'State of the American Workplace'). Therefore, motivating is a choice for leaders.
"Motivation is not something you do to people. People ultimately choose to be motivated — when to give their best, go the extra mile, and offer radical ideas. The only thing leaders can do is shape the conditions under which others do, or don’t, choose to be motivated. But the final choice is theirs." (Carucci, 2018, Harvard Business Review)
Invite you to read this interesting article by Ron Carucci on 'What Not to Do When You’re Trying to Motivate Your Team' available online at https://hbr.org/2018/07/what-not-to-do-when-youre-trying-to-motivate-your-team.
-Randitha
Dear Randitha,
DeleteThank you for your sharing the interesting article by Ron Carucci. I too have come across in my working carrier Leaders who have been applying misapplied approaches of offensive form of motivating techniques of Drive by praise, Making stuff up, Guilt gratitude which are elaborated in Ron Carucci’s article.
Motivation is very much needed for employees in an organization to be more productive, and management or leadership style has an important role to play. Although individuals have their expectations, it is the leadership’s responsibility to develop and align which are suitable to bring job satisfaction to their employees. (Badubi, 2017).
This comment has been removed by the author.
ReplyDeleteNohria, Groysberg and Lee (2008) based on their study argued that role of the line managers equally important to maintain motivation of employees. The study further revealed that organizations do not have entire control on motivation of employees and satisfying their emotional drives, whereas line managers behaviours directly impact the employee motivation. While recognizing that certain factors affect employee motivation are out of control of the line managers, there is a vital role to be played by line managers in this regard. Employees are aware that line managers do not have don’t expect their supervisors to be able to significant role to play in organizations overall reward systems, culture, job design, or management systems. However, line managers have some discretion within their scope such as praise, recognition, and choice assignments.
ReplyDeleteHi Nalin, Thank you for commenting on my Blog. Nohria, Groysberg and Lee (2008) further explains in their study that Line manager do have some preference within their scopes of influence, some hide behind ineffective systems whereas other make the most of an imperfect model. For Example the Managers can link rewards and performance in areas such as praise, recognition and choice assignments. They can also allocate a bonus pool in ways that distinguish between top and bottom performers. Similarly even in an aggressive culture that does not promote fellowship, a manager can take action that encourage teamwork and make jobs more meaningful and interesting. Many supervisors are regarded well by their employees precisely because they foster a highly motivating local environment even if the organization as a whole fall short.
DeleteAt one time, employees were considered just another input into the production of goods and services. What perhaps changed this way of thinking about employees was research, referred to as the Hawthorne Studies, conducted by Elton Mayo from 1924 to 1932 (Dickson, 1973). This study found employees are not motivated solely by money and employee behavior is linked to their attitudes (Dickson, 1973). The Hawthorne Studies began the human relations approach to management, whereby the needs and motivation of employees become the primary focus of managers (Bedeian, 1993).
ReplyDeleteUnderstanding what motivated employees and how they were motivated was the focus of many researchers following the publication of the Hawthorne Study results (Terpstra, 1979). Five major approaches that have led to our understanding of motivation are Maslow's need-hierarchy theory, Herzberg's two- factor theory, Vroom's expectancy theory, Adams' equity theory, and Skinner's reinforcement theory.
Thank you for commenting on my blog. Many contemporary authors have defined the concept of motivation. Motivation has been defined as the result of the interaction between the individual and the situation. (Decenzo, 2001). Certainly, individuals differ in the motivational drive, but an individual’s motivation varies from situation to situation, from culture to culture
DeleteMotivation theories are classified into two groups; content theories and process theories (Iguisi, 2009). Content theories explore what motivate people, that is arouses and energized the behavior. The most famous content theories are Maslow’s need hierarchy, Herzberg’s two-factor theory and McCelland’s three-factor theory. Process theories researched the specifics of the motivation process. Vroom’s expectancy theory, Four-drive theory, Skinner’s reinforcement theory and Adam’s equity theory are well known process theories.
You have covered some interesting perspectives of employee motivation. Another key area of employees’ motivation is Empowerment. This results in motivating employees directly help to organizational growth (Smith, 1997). Empowerment helps to make faster decision of customer requirements, this eliminates unnecessary and multiple decision-making points to address the customer needs. This autonomous improves the employees’ productivity, enhances employees’ knowledge and their motivation to get upon and complete assigned jobs (Mani, 2010). According to Brewer et al. (2000), managers should respect employees’ in decision-making process. (Reena et al, 2009). Sanderson (2003) believed that empowerment creates motivation to do their work efficiently and effectively (Amin. et al, 2010).
ReplyDeleteDear Kanth, Thank you for commenting on my blog. In additional to what you have already commented Empowerment provides benefits to organizations and makes sense of belonging and pride in the workforce. It builds a Win – Win connection among organizations and employees which is considered and ideal environment in numerous organizations and their employees. Empowering can display virtual human capacities. Empowered employees focus their job and work-life with additional importance and this leads to constant progress in coordinating and work procedures. Employees perform with the sense of belonging, enthusiasm, and delight in empowered organizations. Further, they work with a sense of responsibility and prefer benefits of the organization to theirs. ( Yazdani et al, 2011)
DeleteWhen it comes to understanding of Employee Motivation Money plays a vital role too. Employees want to earn reasonable salaries, as money represents the most important incentive, when speaking of its influential value (Sara et al, 2004). Financial rewards have the capacity to maintain and motivate individuals towards higher performance, especially workers from production companies, as individual may use the money to satisfy their needs. Therefore, pay has a significant impact in establishing employees’ diligence and commitment, being a key motivator for employees.
ReplyDeleteAs you have mentioned the two theories in the blog also deal well with the money. Money fulfill the utmost need of the employee more than a motivator.
Dear Niroshan, Thank you for commenting on my blog. Money is the fundamental inducement. No other incentive or motivation techniques even come close to it with respect to its influential value (Sara et al, 2004) It has the supremacy to Influence, maintain and motivate individuals towards higher performance. Frederick Taylor and his scientific associates described money as the most fundamental factor in motivating the industrial workers to attain greater productivity.
Delete( Adeyinka et al,2007)
When organisations want only compliance from workers, then bought it with money and other tangible benefits. In motivation theory these are called extrinsic rewards and offered for doing the work properly and following the rules and guidelines/ standards provided. They also include compensation such as salaries, bonuses, commissions, perks, benefits and cash rewards. This motivates behaviour of people but not the commitment, initiative and passion. For that purpose, the management has to offer Intrinsic rewards (Thomas, 2009).
ReplyDeleteAccording to Dobre (2013) the informal work groups have the power to control the behavior of their members and therefore, influence the level of productivity. Dobre (2013) further claims that George Homans developed a model of social systems to explain from where their power comes to influence individuals’ behavior. Homans identified the three elements that compose a social system: activities, interactions and sentiments. Activities are the usual tasks employees perform, interactions are the behaviors between people while performing the tasks and the sentiments are the attitudes that occur between individuals. Although these concepts are distinct, there is a strong and mutual dependency between them. As a result, any change that happens in one of these elements will influence the other two.
ReplyDelete
ReplyDeleteDear Upul nice article my point is no one works for free, nor should they. Employees want to earn reason able salary and payment, and employees desire their workers to feel that is what they are getting Money is the fundamental inducement, no other incentive or motivational technique comes even close to it with respect to its influential value (Sara et al, 2004). It has the supremacy to magnetize, maintain and motivate individuals towards higher performance. Researchers described money as the most fundamental factor in motivating the industrial workers to attain greater productivity (Adeyinka et al, 2007).
Rewards are management tools that hopefully contribute to firm’s effectiveness by influencing individual or group behavior. All businesses use pay, promotion, bonuses or other types of rewards to motivate and encourage high level performances of employees (Reena et al, 2009).
By means money and rewards are the main factors to motivate employee but it is seems not comply with two factor law there is an argument.