A person is motivated
by a psychosomatic process that causes employees to act and behave in a way that
satisfies certain unmet needs (Latham, 2011). Motivating employees helps carry out the responsibilities by providing direction and stimulus (Lauby,
2005).
Employee motivation comes in two forms: intrinsic and
extrinsic. Intrinsic motivation is linked to people's naturally happy behavior
(Legault, 2016).
Ryan and Deci (2000) define "extrinsic motivation" as acting in a way that has a specific outcome. Extrinsically motivated employees work hard because they want to
be recognized and rewarded when accomplish the desired results. Extrinsic
motivation is defined as motivation that originates from others in exchange for
benefits that are not obtained through the task itself (Owoyele, 2017).
Employee motivation is directly correlated with employee
empowerment and appreciation (Manzoor, 2012).
The organizational managers can fix any issues with
employee performance related to resources and abilities, furthermore, the
manager's job is more difficult and crucial because of performance determinants
and intangible character traits (Griffin, 2013).
The organization's most important resource and source of
added value is its human capital (Llaci, 2010). Because employees are a
valuable resource, management should apply specific motivational strategies to
boost productivity (Dugguh, 2014). In the extremely competitive environment,
it is difficult to maintain consistent improvement across the whole firm,
regardless of size or capability (Manzoor, 2011). Task-related employee
fretfulness results in uncertainty, which becomes dynamic, especially when
workplace changes are imposed (Marshak, 2016).
The four impulses that make up human nature—the want to
acquire, bond with others, understand, and defend—serve as the cornerstones of
employee motivation (Lawrence & Nohria, 2002).
The desire to acquire is met by incentive awarding
mechanisms, as is the desire to comprehend through employee work design, and the
desire to defend through performance management and evaluation. Organizational
performance and results will be enhanced when organizational levers are employed to
meet staff drives and overall motivation (Lawrence & Nohria, 2002; Nohria,
Groysberg, & Lee, 2008).
Figure 1.0: The Three
Major Factors Affecting Employee Performance Are Individual Motivation,
Ability, and Environment
Job performance is stated
using the equation shown in figure 1.0 below and is considered as a function of
three factors (Mitchel, T 1982).
|
Performance = Motivation x Ability x Environment |
Mitchel, T(1982) has the following to say about the Performance of an Organization:
One of the factors that affects performance is motivation, which is described as the desire to meet a performance standard or a specific objective and results in behavior that is goal-directed (Marshak, 2016). Motivation refers to the skills and knowledge required to complete the task, ability is an important factor in determining effectiveness. Resources, information, and support are additional environmental components that must function properly in order to define performance (Legault, 2016). High performance requires these critical components.
For practical example, for a worker sweeping the floor, motivation
is the most important factor influencing performance. In contrast, without the
requisite ability needed to create high-quality homes, not even the most driven
person could design a house effectively.
Furthermore, while not the only factor in good
performance and not the same as high performance, motivation nevertheless has a
significant impact on the level of performance.
References
✔. Coyle, J & Shore, L 2007, 'The Employee-Organization relationship: Where do we go from here?' Human Resource Management Review, Vol.17: pp.166-179
✔. Dritan, S & Shyqyri, L 2015, 'Motivation and Its Impact on Organizational Effectiveness in Albanian Business', SAGE Journals (Online), Viewed 24 October 2022, <https://journals.sagepub.com/doi/full/10.1177/2158244015582229>
✔. Dugguh, S 2014, 'Using Motivation Theories to Enhance Productivity in Cement Manufacturing Companies in Nigeria an Overview'. The International Journal of Social Science, Vol. 20 (1)
✔. Griffin, R 2013, 'Management, Principles and Practices. Delhi, Cengage Learning India Private Limited'
✔. Kuforiji & Tobi 2022, 'Influencing of Employee’s Anxiety on Human Factor Dimensions and Successful Change Implementation: Evidence from Nigeria', Kelaniya Journal of Human Resource Management (Online), Viewed 24 October 2022, <https://kjhrm.sljol.info/articles/abstract/10.4038/kjhrm.v17i1.91/>
✔. Legault, L 2016, 'Intrinsic and Extrinsic Motivation', Research Gate (Online), Viewed 26 October 2022, < https://www.researchgate.net/publication/311692691>
✔. Llaci, S 2010, 'Business Management. Motivation', Tirane,Albania: Alb paper.
✔. Latham, G 2011, 'Work Motivation: History, Theory, Research and Practice', NJ, SAGE Journals.
✔. Lawrence, P & Nohria, N 2002, 'Driven How Human Nature Shapes Our Choices', San Francisco: Jossey-Bass
✔. Lauby, S 2005, 'Motivating Employees, Career Planning & Talent Management', Washington DC, American Society for Training and Development.
✔. Michael, T & Robyn, L 2016, 'Understanding Employee Motivation and Organizational Performance: Arguments for a Set-theoretic Approach', Journal of Innovation & Knowledge 1 (2016) pp.162-9.Viewed 24 October 2022, <https://www.sciencedirect.com/science/article/pii/S2444569X16000068?via%3Dihub >
✔. Michael, T 1982, 'Motivation: New Directions for Theory, Research and Practice', Academy of Management Review, Vol. 7, pp. 80-8.
✔. Manzoor, Q 2012, 'Impact of Employees Motivation on Organizational Effectiveness', Business Management and Strategy, Vol. 3 (3).
✔. Marshak, R 2016, 'Anxiety and Change in Contemporary Organization Development Motivation: A Powerful New Model', Harvard Business Review, Vol. 86 (7/8), pp. 78 -83
✔.Norhria, N, Groysberg, B & Lee, L 2008, 'Employee Motivation: A Powerful New Model', Harvard Business Review, Vol.86 (7/8), pp. 78-83
✔.Owoyele, S 2017, 'Factors Influencing Employee Motivation and Its Impact on Employee Performance', Published Master’s Thesis. Centria University of Applied Science.
✔. Ryan, R & Deci, E 2000, 'Intrinsic and Extrinsic Motivations: Classic Definitions and New Directions', Contemporary Educational Psychology, Vol.25 (1), pp. 54-67
✔. Shrestha, R 2021, 'Factors Influencing Employee Motivation', A case study of Padma Kanya Multiple Campus in Kathmandu, Tribhuvan University Journal, pp. 146-160
Agreed Romedha, 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). According to Maslow, employees have five levels of needs (Maslow, 1943): physiological, safety, social, ego, and self- actualizing. Maslow argued that lower level needs had to be satisfied before the next higher level need would motivate employees. Motivated employees are needed in our rapidly changing workplaces. Motivated employees help organizations survive. Motivated employees are more productive. To be effective, managers need to understand what motivates employees within the context of the roles they perform(Survival smith 1994)
ReplyDeleteThanks for the comment Rayan, view the next blog post which the Maslow's hierarchy of needs were deeply described. Employees' abilities, effectiveness, experience, and credentials are crucial assets to the company, and they also reflect on the company's reputation (Rothberg, 2005). There are its exterior reasons, including broad social and specific individual ones, as well as internal motives, including good and negative ones, as well as distant, delayed, and immediate (real) types (Lee & Bruvold, 2003). Employees who are more motivated by their managers are more likely to offer incentives and contribute to the firm more productively and with greater production levels (Gardner, Van, D & Pierce, 2004).
DeleteGood introduction Romeda. According to Cheng & Cheng(2012) motivation is defined as the power that triggers action that follows.
ReplyDeleteFurthermore, Motivation can be defined as everything that drives and sustains human behavior (Gard, 2001).
Thanks for the comment Chathuri. Further, motivation is widely understood as the mechanism that explains a person's level of commitment, focus, and perseverance in working toward a goal (Ran, 2009). Further, motivation is the intensity and direction of behavior (Elliot & Zahn, 2008). In some cases, motivation may be used to explain and forecast a person's behavior in relation to how well they will do at work and motivation describes the factors that directly influence behavior (Guay, 2010).
DeleteGood introduction Romeda. Further adding to your introduction, motivation is a way of creating an increased level of enthusiasm and inspiration to reach organizational goals by accomodating to satisfy individual needs. (Haque et al. 2014)
ReplyDeleteThanks for the comment Onita. Furthermore, the motivation, is an act of encouraging others to work hard, individually or in groups, in order to get the greatest outcomes and "motivation" is a blanket term used to describe the entire class of drives, desires, needs, wishes, and similar factors (Shah & Shah, 2010). Further, When organizational levers are used to match employee drives and general motivation, organizational performance and results will improve (Lawrence & Nohria, 2002)
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