Motivation is an interesting, challenging, and complex area of
Human Resource Management studies which is rapidly changing both in terms of
its nature, understanding, functions, purpose, as well as mode of
application.
Traditional motivation theories focus on specific elements that
motivate employees in pursuit of organizational performance. For example,
motives and needs theory (Maslow, 1943) states that employees have five levels
of needs (physiological, safety, social, ego, and self-actualizing), while
equity and justice theory states that employees strive for equity between
themselves and other employees (Adams, 1963, 1965). However, current research
on employee motivation is more cross-disciplinary and includes fields such as
neuroscience, biology and psychology. It seems that current research is aiming
to bring together and revolutionize traditional motivation theories into a more
comprehensive theory that encompasses the traditional perspectives of
management, human resources, organization behavior with new perspectives in
neuroscience, biology and psychology. For example, Lawrence and Nohria (2002)
use cross-disciplinary perspectives to explain how human nature is the foundation
of employee motivation.
They argue that it is human nature for employees to possess four drives the drive to acquire, bond, comprehend and defend and these drives are the foundation for employee motivation. Their research also specifies organizational levers that fulfill these drives. Reward systems fulfill the drive to acquire, culture fulfills the drive to bond, job design fulfills the drive to comprehend, and performance management and resource allocation processes fulfill the drive to defend (Lawrence & Nohria, 2002; Nohria, Groysberg, & Lee, 2008). When these organizational levers are used to fulfill employee drives and motivation, organizational performance is maximized.
As per the below video (Video 01) shows simple techniques that encourage employees to perform better. Rather, it’s about how to maximize the ingredients to create hundreds of recipes that are customized and authentic, that provide long-term continuity and impact. This video will teach how to inspire teams to optimally perform.
Video 01
I’m currently employed in a Business Process Outsourcing company (BPO) where the same methods are used as illustrated and be sensitive to individual differences, treat everyone with dignity and people-focused on their come up to and consider that the best motivation they can give their employees is the career. Motivated employees care for happy clients which in turn will absolutely affect the company performance..
Reference
- Adams, J. S. (1963). Towards an understanding of inequity. The Journal of Abnormal and Social Psychology, 67(5), 422–436.
- Adams, J. S. (1965). Inequity in social exchange. Advances in Experimental Social Psychology, 2, 267–299.
- Lawrence, P. R., & Nohria, N. (2002). Driven: How human nature shapes our choices. San Francisco: Jossey-Bass.
- Michael, T. L., Robyn, L. R.(2016). Understanding employee motivation and organizational performance: Arguments for a set-theoretic approach. Journal of Innovation & Knowledge.
- Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370–396.
- Nohria, N., Groysberg, B., & Lee, L. (2008). Employee motivation: A powerful new model. Harvard Business Review, 86(7/8), 78–83.
- Tracy, B. (2014). How to Motivate and Inspire Employees [online]. Available at: https://www.youtube.com/watch?v=R8TzmG-Pr40[Accessed on 8 September 2019].
Agreed on the content above Shashika. In addition to the Maslow's hierarchy of needs theory, Alderfer recognized three sorts of wants: existence, relatedness, and advancement (Furnham, 2008). The employee can continue work toward level advancement even if the prerequisites for existence and relatedness are not met, or all three kinds of needs can be satisfied simultaneously (Yang et al., 2011). Alderfer divided Maslow's five need levels into three more universal need levels (Sahito & Vaisanen, 2017). The ERG theory does not assume that higher-order wants must be sought before lower-order needs are met, in contrast to Maslow's theory of the hierarchy of needs (Robbins & Judge, 2008).
ReplyDeleteThank you for your valuable comment Romeda. Furthermore, their research also specifies organizational levers that fulfill these drives. Reward systems fulfill the drive to acquire, culture fulfills the drive to bond, job design fulfills the drive to comprehend, and performance management and resource allocation processes fulfill the drive to defend (Lawrence & Nohria, 2002; Nohria, Groysberg, & Lee, 2008).
DeleteAgreed Shashika, regardless of their size or industry, businesses aim to have a solid rapport with their staff members. Employees, however, have a variety of conflicting wants that are fueled by multiple motivators. For instance, whereas some employees are driven by compensation, others prioritize security or success. In order to maximize organizational performance, it is crucial for a company and its managers to understand what truly drives its workforce (Lee & Raschke, 2016).
ReplyDeleteThank you for your comment Zacky. Yes . Organization cannot run with out employees .Employees of any organization are their main asset, which can lead them to success or, if they are not well concentrated, decline. Manzoor (2012) .
DeleteAgreed with the content. In addition, a productive and enthusiastic workforce also frees the owner from daily tasks so they may focus on long-term growth. Furthermore, rewarding employees both physically and emotionally may result in their continued employment. People that desire to change the world thrive in innovative workplaces. In an ideal world, the work product itself would make them feel accomplished, but well-designed incentive and recognition programs may highlight this result. Its immediate impact on employee motivation (Chintalloo and Mahadeo, 2013).
ReplyDeleteYes Prabuddha, Furthermore, There are many factors impact on employee motivation such as age, gender, experience, professional status and position (Çınar,Bektas and Aslan,2011).
DeleteFurther, according to (Bradley, 2004), there is an obvious connection between motivation and employee performance and they can deliver more if workers are motivated. Better results will also lead to good success which will lead to greater encouragement. They have the ability to do the job needed honestly, as though workers are empowered and happy. Often, motivated workers do more work than others with their high ability as they are happy and having high results (Bradley, 2004). "If employees are motivated and happy, they will do to the work to the best of their ability instead of just doing it because they have to". (Ryan, & Deci, 2000). Unmotivated workers, on the other hand, lose the enthusiasm in work which leads to quitting the job. Leaving seasoned staff hardly affects the job too much.
ReplyDeleteThanks Derrick for comment .Further, intrinsic motivation refers to doing something to be interesting or fun in nature and extrinsic motivation refers to doing something it leads to separable results (Ryan and Deci,2000).
DeleteLack of motivation from Human resources/ Managers holds back employees from participating in various development activities. Mostly its responsibility of Human resource department to guide and motivates them from time to time and makes them feel Motivated. It is the responsibilities of human resource managers to make employees realize that they are essential resources for the organization. They motivate employees to keep participating in learning and development programs and identify their weak and strong areas (Ryan and Ployhart, 2014)
ReplyDeleteAgreed, Also The most widely accepted theory of job satisfaction was proposed by Locke (1976), who defined job satisfaction as “a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences”. As per Bernstein & Nash (2008) Job satisfaction has emotional, cognitive, and behavioral components
DeleteAgreed to the content. Motivation has become a very important area in HR activities. There are two ways am employee can work. One is he can do the work since he is supposed to do that. Second is he is doing the work since he like that. Always the second person will use full potential to and will come out with fantastic results since he is the motivated one. Always he will try to find a new ideas to implement in his work. Company should not only look into their results alone whereas it should give importance to employee mindset and their needs too which can be done by motivation which will results in better results in long run
ReplyDeleteYes Udaya. Motivation is considered a key driver of performance because it is linked to numerous benefits at work (Pinder 2008). Motivated employees are more engaged in their work (Rich 2006), their performance is of higher quality (Cerasoli et al. 2014)
DeleteGreat Contain , Further to increase employee motivation can apply Maslow's and Herzberg's two-factor theory. Herzberg split motivation into two variables, motivator and hygiene, which further impact an employee's pleasure or dissatisfaction with their employment, according to Dartey-Baah and Amoako (2011). Employees have five main demands, according to Abbah (2014): physiological, safety, social, ego, and self-actualizing. His philosophy was mostly based on individual judgment and the idea that lower level demands had to be met before moving on to higher level requirements.
ReplyDeleteThanks Insaff for comment, Herzberg (1959) identified two factors namely; Hygiene and Motivator, which is widely used to measure job satisfaction of employees in the work place. This provides a direct link between motivation and job satisfaction the content theories of motivation also assume a direct relationship between job satisfaction and improved performance (Mullins 1988).
DeleteAgreed with you Shashika and add furthermore. One approach for an organization to gauge its efficacy is through performance. The capacity to define goals and objectives to accomplish performance, as well as how to improve overall organizational performance, is without a doubt one of the most significant organizational goals and objectives. Researchers face difficulties in defining and measuring performance because organizations have various, often contradictory, aims (Chow et al., 1994).
ReplyDeleteThanks Christeena for comment, The effectiveness of Extension is dependent upon the motivation of its employees (Chesney, 1992; Buford, 1990; Smith, 1990). Knowing what motivates employees and incorporating this knowledge into the reward system will help Extension identify, recruit, employ, train, and retain a productive workforce. Motivating Extension employees requires both managers and employees working together (Buford, 1993)
DeleteAgreed on the above content Shashika, (Borrington & Stimpson, 2013) the reason why employees want to work hard and work effectively for a business is because of motivation. A person must be internally motivated, whether we refer to it as a need or a drive, motivation is a state of being inside of us that yearns for a change, either in the environment or in the self. When we draw from this source of power, motivation gives us the drive and direction we need to interact with the environment in a way that is adaptable, open-ended, and problem-solving. (Reeve, 2015)
ReplyDeleteYes Tjaraka, Extension employees must be willing to let managers know what motivates them, and managers must be willing to design reward systems that motivate employees. Survey results, like those presented here, are useful in helping Extension managers determine what motivates employees (Bowen & Radhakrishna, 1991).
DeleteI agree with your content and i would like to add that (Forson ,2021) finds compensation package, job design and environment and performance management system to be positively significant factors in explaining teacher’s motivation in the municipality
ReplyDeleteMoney is the main motivational factor, no other benefits come even close to it. Employees want to earn good salary for their work load (Sara et al, 2004). According to Leete (2000), wages equally link to the employees motivation further wages should similar to same designation in the same organization or other employees in other organizations.
DeleteGreat article Shashika. Agreed with the content. furthermore, Motivation requires that employees achieve certain outcomes, such as performance and productivity. He also showed that motivated workers are more autonomous and self-driven compared to less motivated people. Additionally, highly motivated employees are more eager to take on responsibility and have a strong sense of commitment to their jobs and careers. (Shahzadi et al., 2014)
ReplyDeleteAgree with your argument Shashika. Just to add to your findings, Salah (2016) establishes that modern organisational success or failure is dictated by the quality of it’s employees while Vance (2006) goes to establish that motivated employees are more engaged in their duties, more committed to their organisations while being a definite source of competitive advantage to these organisations.
ReplyDeleteAgreed with the Content Shashika, motivation is a very important factor and pathway to success. Money is not the only motivation employees expect but promotions, benefits, praises and other factors (Luthan, 1998, Dickson, 1973, Herzberg, 1987).
ReplyDeleteHi Shashika, agreed with all the your points that you have highlighted , organization should be able to recognize and assess internal motivation that employees gain from satisfaction of their job and further improve it with external motivation that critically needed by organization in which they can take notes about those motivation from various motivation theories (Varma, 2017).
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ReplyDeleteGood Post Shashika, Employees that are motivated and content with their jobs are an organization's greatest asset because they continually work toward its goals and objectives. An efficient HRM system could be very helpful in maintaining good staff morale (Kumar and Garg, 2011).
ReplyDeleteAgreed on the content Shashika, Furthermore, According to (Kumar and Singh, 2011), job satisfaction (or the lack thereof) depended on the employee’s perception of the degree to which his work delivers those things that he desires – how well outcomes are met or expectations perhaps even exceeded. Regardless of the actual circumstances and situation, job satisfaction is an emotional response that cannot be seen, only inferred. (Jehanzeb, Rasheed, Rasheed and Aamir, 2012), held a similar view, defined job satisfaction as “a sensation employees have about their work environment and their expectations toward work”. Depending on the rewards and incentives employees receive and management’s motives for giving them, employees will respond to their work environment by being productive (Badubi, 2021).
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