Overall Conclusion

Modern conceptual approaches in science that contrast with technocracy are based on human relations and consider a person as a valuable resource of the enterprise, with the functions that are associated with human resource management as the main management challenges (Andi, S, 2004).

Hasibuan (2007), stated that 'a person tends to work energetically if satisfaction can be found in the job and employee’s job satisfaction is the key driver of morale, discipline, and employee performance in supporting the realization of organizational goals.'

When there is perceived injustice in appraisal and wage setting principles and practices, employee motivation and demotivation increase or decrease (Colquitt, 2001; Kim & Holzer, 2016; Malmrud et al., 2020; Straberg, 2010).

Some organizations work less well in certain sectors due to institutional characteristics like budget constraints and a lack of pay secrecy (Belle, 2015).

The justice perceptions have strong effects on pay satisfaction and Organizational commitment and feedback from line managers was found to be most important (Malmrud et al, 2020; Straberg, 2010).

The employees are inspired to work hard only when the treatment and reward are fair (Ogwueleka, A, 2013). To retain employees, organizations must organize product and online trainings for young and modern employees (Korzynski, 2013)

The goals of the organization can be achieved only when there is a possible utilization of resources and a cooperative environment, the skills and efficiency of employees will always be an advantage to employees as well as the organization (Faisal, 2017).

The majority of the employees seek employment with another organization due to the comparison of benefits; therefore, to retain the employees and achieve organization objectives, the organization can introduce flexible work schedules based on the employee’s work load distribution, which will further increase employee motivation and overall productivity (Ramlall, 2003).

Adi (2000), stated that 'employee qualifications or capabilities are not measures of overall performance and that only the desire for work has to be implemented, which will improve the level of performance, increase productivity, reduce the cost of operation, and increase the efficiency of the employees.'

The managers should know that personality influences aspects of accountability, thus, affecting employee motivation (Hogan, 2004). Further, high achieving individuals are more satisfied in jobs that involve both high skill levels and difficult challenges (Eisenberger, Jones, Stinglhamber, Shanock & Randall, 2005).

In a worldwide context, for instance, a study on performance evaluation in hospitals in Norway discovered that dialogue about setting personal goals and receiving constructive criticism is a critical element for boosting motivation (Vasset et al., 2011).

Wenzel et al (2019), stated that 'in Germany, intrinsic motivation was negatively affected by performance pay if employees perceived it as controlling'.

Chatelain, P (2018), stated that 'in France, there was a negative correlation between values of publicness and commitment to performance - related management among university employees'.

Tan and Amna (2011), stated that  'as per research conducted in Malaysian retail sectors, the factor of working conditions is the most significant for job satisfaction and motivation.'

In developed countries, such as the UK, Germany, Italy, and France, it is important for employees to have an empowerment perspective, a more interesting and responsible job, a sense of power and independence, and the ability for self-improvement and development of their own capabilities (Župerkiene, E & Žilinskas, V, 2008).

Employee relations primarily focus on avoiding and resolving issues with individuals that result from unpleasant workplace circumstances, and general goal of employee compensation plans is to preserve the employer-employee relationships that are necessary for appropriate levels of motivation, productivity, and satisfaction (Watson, 2006).

Burke (2007), stated that 'the thing that makes individuals do something is not necessarily the same for another individual.' The individuals are showing a discrepancy on the basic motivation drive (Saraswathi, 2011). As a result, organizations must gain a clear understanding of employee differences in needs and preferences for motivation factors in order to improve employees' performance toward the overall organizational goal (Bourgault et al., 2008). 

References

✔.Adi, Y 2000, 'Motivation as a Means of Effective Staff Productivity in the Public Sector: A Case Study of Nigerian Immigration Service, Borno State of Nigeria'. Unpublished MPA Thesis, School University of Maiduguri Nigeria. 

✔. Andi, S 2004, 'Motivation Perception of Construction Workers and their Supervisors in Indonesia', International Symposium on Globalization and Construction; AIT Conference Centre: Bangkok, Thailand.

✔.Burke, R 2007, 'Project Management Leadership'. Cape Town. Burke. 

✔. Bellé, N 2015, 'Performance-related pay and the crowding out of motivation in the public sector: A randomized field experiment'. Public Administration Review, Vol. 75(2), pp.230–241.

✔.Bourgault, M, Drouin, N & Hamel, E 2008, 'Decision Making within Distributed Project Teams. An Exploration of formalization and autonomy as determinants of success',. Project Management. J., Vol. 39, S97-S110. 

   ✔. Chatelain-Ponroy S, Mignot-Gerard S, Musselin, C & Sponem, S 2018, 'Is the Commitment to Performance- based Management Compatible with Commitment to University "Publicness"?', Academic Values in French Universities. Organization Studies, Vol. 39 (10), pp. 1377 - 1401.

   ✔. Colquitt, J 2001, 'On the dimensionality of Organizational Justice : A Construct Validation of a Measure', Journal of Applied Psychology, Vol. 86 (3), pp. 386-400. 

    ✔.Eisenberger, R, Jones, R, Stinglhamber, F, Shanock, L & Randall, A 2005, 'Flow Experiences at Work, For High Need Achievers Alone?', Journal of Organizational Behavior, Vol. 26, pp. 755-775 

    ✔. Faizal, A 2017, 'The Impact of Employee Motivation on Organizational Commitment', European Journal of Business and Management.  

     ✔. Hasibuan, S 2007, 'Management Sumber Daya Manusia. P.T Bumi Aksara, Jakarta'     

    ✔. Hogan, R 2004, 'Personality Psychology for Organizational Researchers. In B. Schneider & D.B Smith (Eds.)', Personality and Organizations. Mahwah, NJ: Lawrence Erlbaum Associates. 

    ✔. Kim, T & Holzer, M 2016, 'Public Employees and Performance Appraisal : A Study of Antecedents to Employees' Perception of the Process', Review of Public Personnel Administration, Vol. 36 (1), pp. 31-56.

 ✔. Korzynski, P, 2013, 'Employee Motivation in New Working Environment', International Journal of Academic Research, Vol. 5(5), pp. 184-8.

   ✔. Malmrud, S, Falkenberg, H, Eid, C, Hellgren, J & Sverke, M 2020, 'Just What I See? Implications of Congruence Between Supervisors' and Employees' Perceptions of Pay Justice for Employees' Work-Related Attitudes and Behaviors', Frontiers in Psychology, Vol.11. pp. 1-16

    ✔. Ogwueleka, A & Marthinus, J 2013, 'Pragmatic Review of Workforce Motivation, De-motivation, and Job Performance in the South African construction industry', In Proceedings of the Seventh International Conference on Construction in the 21^st Century (CITC-VII), Bangkok, Thailand, pp. 19–21.

   ✔. Ramlall, S 2003, 'Organizational Application Managing Employee Retention as a Strategy for Increasing Organizational Competitiveness Applied HRM Research', Vol 8, No 2, pp.63-72

   ✔. Straberg, T 2010, 'Employee Perspectives on Individuals Pay', Attitudes and Fairness Perceptions. Stockholm University.

   ✔. Saraswathi, S 2011, 'A study on Factors that Motivate IT and Not-IT Sector Employees, A Comparison', International Journal of Research in Computer Application and Management. Vol 1 (2), pp. 72-7

   ✔. Ta, H & Amna, W 2011, 'Herzberg's Motivation - Hygiene Theory and Job Satisfaction in the Malayasia Retail Sector'.. 

    ✔. Vasset, F, Marnburg, E & Furunes, T 2011, 'The Effects of Performance Appraisal in the Norwegian Municipal Health Service'. A Case Study. Human Resources for Health, Vol. 9 (22), pp-1-12

  ✔. Watson, D 2006, 'Organizational aspects of knowledge Lifecycle Management in Manufacturing' (Ottawa, Canada: DC Canada Education Publishers).

  ✔. Wenzel, K, Krause, A & Vogel, D 2019, 'Marketing Performance Pay Work. The Impact of Transparency, Participation, and Fairness on Controlling Perception and Intrinsic Motivation', Review of Personnel Administration, Vol. 39 (2), pp. 232-255   

   ✔. Župerkiene, E & Žilinskas, V 2008, 'Analysis of Factors Motivating the Managers’ Career'. Eng. Econ. Vol. 2, pp. 85–89

 

Adverse Impact of Employee Demotivation

Employees’ skills and backgrounds, the socio-psychological climate in the team, and labor efficiency affect labor quality and the effectiveness of management decisions, and as a consequence, the final business performance of a company (Smithers, G & Walker, D, 2000).

Most managers generalize their employees' needs, and generalization leads to poor organizational performance (Bruce, 2006)

If the organization unable to motivate the employees, it will lead to a weak relationship between employee morale, employee anxiety, and customer satisfaction (Habtoor, 2015).

Insecurity regarding the future role of employees in an organization makes employee retention less likely (Sverke & Hellgren, 2002).

Most of the organizations will carry out short term internal training for the employees, and that training technique discourages most employees and demotivates due to not giving enough time to master new technologies (Bruce, 2006).

Demotivation refers to the lack of an employee’s interest, enthusiasm, and willingness to perform an action due to a specific negative influence (Albalawi & Al-Hoorie, 2021).

Avoid Employee Demotivation in the Organization

I work in a diversified conglomerate organization that operates in diverse industry sectors like travel and tourism, hospitality, plantation, maritime & logistics and garments. In the organization most of the employees are demotivated due to a lack of recognition and rewards, and  the following suggestions should be considered to avoid employee demotivation in the organization,

 - Employees who are due for promotion should be considered.

 - Pay packages should be reviewed regularly.

 - Establish a single standard for everyone's equity. 

 - Rewards should be a function of actual performance. 

Video 1.1 – The Impact of Organizational Commitment on Demotivation

The video 1.1 illustrates below the adverse impact of employee demotivation on the employee commitment. 

(Source : The Leadership Doctors, 2020)

In a global context, for example, the Indian banks are among other institutions that are generally believed to be dependent on employees' efforts (Latham, 2011).

Further, Ghanizadeh & Jahedizadeh (2017), stated that 'the relationship between motivational facts and metacognitive and emotional facts that arise after the demotivation of university students of China'.

The productivity level of employees is so important that it must be checked whether the employees are satisfied with the job or not, and the employees should be motivated accordingly (Thompson & Mchugh, 2002).

References

 ✔.  Albalawi, F & Al-Hoorie, A 2021, 'From Demotivation to Re-motivating, a Mixed-Methods Investigation'. SAGE Open 11, pp. 2-11

   ✔. Bruce, A 2006,  'How to Motivate Employees: 24 Proven Tactics to Spark Productivity in the Workplace', NY, McGraw Hill Professional.

  ✔. Ghanizadeh, A & Jahedizadeh, S 2017, 'The Nexus between Emotional Metacognitive and Motivational Facts of Academic Achievement among Iranian University Students', J. Appl, Res, High. Educ. 9, pp.598-615.

   ✔. Habtoor, N 2015, 'The Relationship between Human factors and Organizational Performance in Yemeni industrial companies', European Scientific Journal, 2, pp. 1857- 7431.

     ✔.  Latham, G 2011, 'Work Motivation: History, Theory, Research and Practice', NJ, SAGE Journals.

   ✔.  Sverke, M & Hellgren, J 2002, 'The nature of job insecurity: Understanding employment uncertainty on the brink of a new millennium', Applied psychology: an international review, Vol. 51(1), pp. 23–42

   ✔. Smithers, G & Walker, D 2000, 'The effect of the workplace on motivation and demotivation of construction professionals', Constr. Management. Econ. pp. 833–841. 

   ✔. Thompson, P & Mchugh, D 2002, 'Work Organizations: A Critical Introduction'. New York, Palgrave.

Factors Affect to Employee Motivation

     The term ''motivation'' refers to the force that stimulates, controls, and maintains behavior inside and outside the individual (Fisher, 2012). Baldoni (2005), stated that 'the motivation is a complex force in building and maintaining an employee in an organization'.

Regardless of their size or industry, organizations make an effort to keep the finest people because they recognize their critical role and impact on organizational effectiveness (Armstrong, 2011). In order to overcome obstacles, businesses should cultivate strong relationships with their staff that focus on task completion and work happiness (Fisher, 2012).

In addition to improving performance and job happiness, managers are working to increase the staff retention rate (Chianga & Jang, 2008). Performance culture and motivation are both impacted by performance and image repercussions (Yuan & Woodman, 2010).

Intrinsic Motivation and Performance

Strong personal investment and engagement values are a defining feature of intrinsic motivation (Ryan & Deci, 2017). Employee trust in the business and its leadership will result in the highest level of productivity (Baldoni, 2005).

James and Stoner (2009), stated that 'intrinsic motivation can be seen as the psychological characteristics of a person that contribute to the determination to achieve a goal.'

Internal rewards are derived from satisfaction with the performance of a task and the appreciation of the employer (Ajila, 2004). Integrated behavior is associated with feelings of self-integration and psychological well-being (Weinstein et al., 2011).

Employees put new concepts into practice to increase productivity and believe they are also accountable for making decisions (Yazdani, Yaghoubi & Giri, 2011). The intrinsic motivation of employees produces possibilities for knowledge usage at work and for completing tasks in accordance with job design (Panagiotakopoulos, 2013). Comparatively speaking, transactional rewards are easier for rivals to copy than rational rewards (Armstrong, 2012).

Extrinsic Motivation and Performance

Effective external reward systems for extrinsic motivation are required by firms if they are to provide superior results and high staff productivity (Carraher, 2006). Extrinsic motivation concentrates on incentives or rewards received for performing activities, which are elements that are goal-driven (Lin, 2007). There are four main types of external motivation: integrated, established, internal, and external (Weinberg & Gould, 2003)

Money is a main motivating factor, and employees want to earn a better salary for the work performed (Sara, 2004). Within lower-level positions of an organization are prone to extrinsic motivation factors than higher level positions in the Organizations (Bard, 2006). 

The extrinsic motivation is related to behavior that leads to activities of not employee’s intentions that are payments, compliments, or dictations (Shim et al., 2011).

Video 1.0 Intrinsic and Extrinsic Motivation Factors  

(Source: Goldber, S. – Leadership Trainer/Coach, 2019)

The variables that impact both the inner and extrinsic motivation of employees inside the organization are illustrated in video 1.0, which highlights the importance of challenge, control, curiosity, accomplishment, competitiveness, collaboration, and acknowledgment.

Further in video 1.0, financial rewards, praise and recognition, peer pressure, consequence, punishment and undermining theory is directly affected to the extrinsic motivation.

Both intrinsic and extrinsic motivation are associated with creativity and vitality (Deci & Ryan, 2017). The intrinsic and extrinsic motivations provide a stimulus and can include autonomy, feelings of accomplishment, job security, and vacation time (Casey et al. 2012).             

The organizations should conduct training related to new processes and technologies for employee motivation (Tella, Ayeni & Popoola, 2007). Motivation puts human capital into motion and increases employee performance (Greeno, 2002). 

References

✔. Armstrong, M 2011, 'A Hand of Human Resource Management Practice', 11^th Edi. Kogan Page, London. 

✔. Armstrong, M 2012, 'Armstrong’s Handbook of Reward Management Practice', Improving Performance Through Reward, 4^th Ed. London: Kogan Page. 

✔. Ajila, C & Abiola, A 2004, 'Influence of Rewards on Workers Performance in an Organization. Journal of Social Science, Vol. 8 (1), pp. 7 -12 

✔. Bard, K 2006, 'Work Performance, Affective Commitment, and Work Motivation: The Roles of Pay Administration and Pay Level', Journal of Organizational Behavior, Vol.27, pp. 365-385

✔. Baldoni, J 2005, 'Motivation Secrets. Great Motivation Secrets of Great Leader (Online)',  Viewed on 26 October 2022 <https://govleaders.org/motivation-secrets.htm> 

✔. Carraher, R, Gibson, A. & Buckley, R. (2006). Compensation in the Baltic and USA. Baltic Journal of Management, Vol. 1, pp. 7-23

✔. Chiang, C & Jang, S 2008,  'An Expectancy Theory Model for Hotel Employee Motivation'. International Journal of Hospitality Management, Vol. 27, pp. 313-322.

✔. Casey, R, Hilton, R & Robbins, J 2012, 'A Comparison of Motivation of Workers in the United States Versus Nicaragua and Guatemala Utilizing the Hackman and Oldham Job Characteristics Model', International Journal of Business & Public Administration, 9, pp. 39-59 (Online). Viewed on 26 October 2022 <https://www.iabpad.com/journals/international-journal-of-business-and-public-administration-2/> 

✔. Fisher, D 2012, 'Facet Personality and Surface Level Diversity as Team Mental Model Antecedents: Implications for Implicit Coordination', Journal of Applied Psychology, Vol. 97 (4), pp. 825-841

✔. Greeno, S 2002, 'Human Capital Management', Achieving Added Value Through People. Kogan, Paper Limited. 

✔.  James, A & Stoner, R 2009, Management Paratang, Delhi, India: Dorling Kindersley. 

✔. Lin, H 2007, 'Effects of Extrinsic and Intrinsic Motivation on Employee Knowledge Sharing Intentions', Journal of Information Science. 

✔. Ryan, R & Deci, E 2017, 'Self Determination Theory. Basic Psychological Needs in Motivation Development and Wellness', New Your NY: Guilford Press. 

✔.Shim, P & Ahn, K 2011, 'Social Networking Service. Motivation, Pleasure, and Behavioral Intention to Use', Journal of Computer Information Systems, Vol. 51 (4), pp. 92-101

   ✔. Sara, P 2004, 'Learning and Skills for Sustainable Development, Developing a Sustainability Literate Society', Forum for the Future. 

  ✔.Tella, A, Ayeni, C & Popoola, S 2007, 'Work Motivation, Job Satisfaction and Organizational Commitment of Library Personnel in Academic and Research Libraries in Oyo State', Nigeria Library Philosophy and Practice. 

    ✔. Weinberg, R & Gould, D 2003, 'Introduction to Psychological Skills Training', Foundation of Sport and Exercise Psychology.

   ✔. Yuan, F & Woodman, R 2010, 'Innovative Behavior in the Workplace: The Role of Performance and Image Outcome Expectations', The Academy of Management Journal, Vol. 53, pp. 323-342

   ✔. Yazdani, B, Yaghoubi, N & Giri, E 2011, 'Factors Affecting the Empowerment of Employees', European Journal of Social Sciences, Vol. 20 (2), pp. 267-274

Benefits of the Employee Motivation

The factors of involvement , achievement, autonomy, participation, delegation and recognition are increases the employee motivation of employees towards achieving a ultimate goal (Crouse, 2005).

Benefits to the Organization’s Performance, Sales, Reputation, & Growth

·      Increases the goodwill (Rothberg, 2005).

·      Organizations can increase productivity (Bradford, 2001).

·      Team work is one of the major components (Hiam, 2003).

·       When employees are more motivated than before, an organization can reduce employee costs (Carr & Tang, 2005).

·      Skills, efficiency, experience, and qualifications of the employees are key assets to the organization, and it imply the reputation of the organization (Rothberg, 2005).

·     Proper communication and good relations between managers and subordinates or between employees are key components of an increase or decrease in performance (Llaci, 2010).

·    The more motivation an organization transmits to an employee, the more rewards the employee will provide, being more effectively involved in the organization (Lee & Bruvold, 2003) and at higher output levels (Gardner, Van, D & Pierce, 2004).

·     Habtoor (2015), stated that the 'employees involvement, training, education, and engagement have a significant positive relationship with organizational performance'.

·     Motivation provides the fact that, with work problems, employees will trust themselves with the future of the work, which will also provide the best business according to the goals of the organization (Zhang & Wu, 2004)

Benefits to the Employee’s Work- Personal Life, & Growth

Motivation increases employees' job satisfaction and performance (Salman et al., 2010).

·  The motivation brings pleasure to the employees and directly influences the enhancement of employee’s job satisfaction and performance (Kalimullah, F & Ullah, 2010).  

·   When the employees get awards for well-done work and guarantees of the work, it will have an automatic impact on performance (Yamamoto, 2013).

·    Employee Organizational commitment increases due to a good work environment and good working conditions (Jung & Kim, 2012).

·  Employees are more motivated by good achievement and mature self-control (Satyawadi & Ghosh, 2012)

·    Giving a period of leave for study, travel, or sickness creates loyalty and trust between the employee and organization (Carr & Tang, 2005).

·    Williams et al (2003), stated that 'job satisfaction through employee motivation, brings a good working relationship, maintains good rest periods, maximizes existing resources, and provides flexibility for employees within the organization'.

 Video 1.0 - Importance of Motivation in the Workplace

The video 1.0 illustrates below the importance of motivation in the workplace and explains three key benefits of  attracting employees, retaining employees, and increasing productivity.

(Source : Two Teachers, 2022)

Both managers and employees will always benefit from the skills and efficiency of their workforce (Faisal , 2017).

 

References

✔. Bradford, M 2001, 'Sabbatical Programs Becoming Valuable way to Retain Employees', Business Insurance, Vol. 35, pp. 10-12. 

✔. Crouse, N 2005, 'Motivation is an Inside Job: How to Really Get Your Employees to Deliver the Results You Need. Oxford, I Universe'.

✔. Carr, A & Tang, T 2005, 'Sabbaticals and Employee Motivation: Benefits, Concerns and Implications', Journal of Education for Business. 

✔. Faisal, A 2017, 'The Impact of Employee Motivation on Organizational Commitment', European Journal of Business and Management.

✔. Gardner, D, Van Dyne, L & Pierce, J 2004, 'The Effects of Pay Level on Organization-based self-esteem and performance: A field study', Journal of Occupational and Organizational Psychology, Vol. 77, pp. 307-322.

✔. Hiam, A 2003, 'Motivational Management : Inspiring Your People for Maximum Performance, NY, AMACOM'. 

✔. Habtoor, N 2015, 'The Relationship between Human Factors and Organizational Performance in Yemeni Industrial Companies', European Scientific Journal, Vol. 2, pp. 1857-7431.

✔. Jung, J & Kim, Y 2012, 'Causes of Newspaper firm Employee burnout in Korea and its Impact on Organizational Commitment and Turnover Intention', International Journal of Human Resource Management, Vol. 23(17), pp. 3636–3651.

✔. Kalimullah, K, Farooq, S & Ullah, M 2010, 'The Relationship Between Rewards and Employee Motivation in Commercial Banks of Pakistan', Research Journal of International Studies, Vol. 14, pp.37-52.

✔. Llaci, S 2010, 'Business Management. Motivation. Tirane Albania: Alb paper'. 

✔. Lee, C & Bruvold, N 2003, 'Creating value for employees: Investment in employee development', International Journal of Human Resource Management, Vol. 14, pp. 981-1000

✔. Rothberg, G 2005, 'The Role of Idea in the Managers Workplace: Theory and Practice', Pakistan Management Review, Vol. ZZLII (4), pp. 48-73.

✔. Salman, K & Irshad, M 2010, 'Job satisfaction among Bank Employees in Punjab, Pakistan: A comparative study', European Journals of Social Sciences, Vol. 17, pp. 570-577.

✔. Satyawadi, R & Ghosh, P 2012, 'Motivation and Work Values in Indian Public and Private sector Enterprises: A comparative study', International Journal of Human Resources Development and Management, Vol.12, Issue 3.

✔.  Williams, E, Konrad, T, Linzer, M, McMurray, J, Pathman, D & Gerrity, M, et al 2003, 'Refining the Measurement of Physician Job Satisfaction: Results from the Physician Work Life Survey'. Medical Care, Vol. 37 (11), pp. 1140 - 1154. 

✔. Yamamoto, H 2013,'The relationship between employees’ Perceptions of Human Resource Management and their Retention: From the viewpoint of attitudes toward job specialties', International Journal of Human Resource Management, Vol. 24(4), pp. 747–767.

✔. Zhang, H & Wu, E 2004, 'Human Resources issues facing the Hotel and Travel Industry'.

Motivation Theories

Alderfer's – ERG Theory

Clayton P. Alderfer’s ERG theory of motivation is a motivational theory (Wilson, 2012). Existence, relatedness, and progress are the three categories of wants that Alderfer identified (Furnham, 2008).

Even if the conditions for existence and relatedness are not met, the employee can still strive toward level growth, or all three groups of demands can be met at once (Yang et al., 2011).

Maslow's five need levels were reorganized by Alderfer into three more universal need levels (Sahito & Vaisanen, 2017).

1.  Existence Needs : This group of needs is concerned with providing the basic requirements or needs for material existence, like physiological and safety needs (Furnham, 2008).  

2. Relatedness Needs : This need focuses on the desire to establish and maintain interpersonal relationships with family, friends, co-workers, and employees, and this includes the need to interact with other people, receive public recognition, and feel secure around other people (Furnham, 2008).

According to Schein (2010), 'the relatedness constituted the company's culture and a pattern of shared fundamental presumptions that the organization learnt as it addressed the issues of outward adaptation and internal integration.' Corporate social responsibility, or CSR, is an excellent illustration of relatedness and has become crucial for building a company's goodwill and image (Walker & Dyck, 2014).

3. Growth Needs: These comprise the need for individual improvement, development, and advancement. (Furnham, 2008)

The organization's current mode of functioning is that of a spiritually aware organization (Pandy & Gupta, 2008). The growth is apparent in the organizational setting through innovation, improved learning, development, and creativity (Arjoon, Hoyos, T & Thoene, 2018). According to Sharma and Talwar (2007), ‘the growth focusses on the universal well-being of the organization" and is "multi-dimensional, aiming for the accomplishment of excellence more than profits.’

Figure 1.0 – Alderfer’s ERG Theory

The figure 1.0 illustrates below about the relationship between existence, relatedness, and growth needs as per Alderfer’s ERG theory. 

 

(Source: Abdullah et al, 2020)

The Alderfer's model has greater flexibility in portraying human interpersonal behavior since it is less rigid (Anyim, Chidi & Badejo, 2012).

In contrast to Maslow's theory of the hierarchy of requirements, the ERG theory does not presuppose that higher-order wants must be pursued before lower order needs are satisfied (Robbins & Judge, 2008). Since most human wants are adequately met by Alderfer's theory (Au, N, 2008).

Implications of Alderfer’s ERG Theory in Practice

I work in a diversified conglomerate organization that operates in diverse industry sectors like travel and tourism, hospitality, plantation, maritime and logistics and garments. 

In the organization, most of the employees are in frustrated situations (anger, sleeping, using alcohol, feeling annoyed, etc.) due to not being able to fulfill the existence, relatedness, and growth needs at the same time.

E.g: - The organization has no comfortable working environment, expected rewards (considerable salary), and not provided any rest time to reduce employee stress. Most of the employees are working under pressure. Furthermore employees are unable to balance work and personal life due to not have enough time to meet family obligations. The organization has not conducted adequate training and development programs and has not recognized experienced employees in the organization. This has led to high staff turnover due to employee demotivation.  

The organization higher management should adopt various methods to retain employee motivation and fulfill it's needs, as follows:

- Build work environment where an employee can feel at home – Rest time should be given.

- Check the employees are working isolated from others – get all employees to the group

- Appreciate and recognize the employees by identifying experienced employees

- Conduct training and development programs and develop employees' personal growth, and recognize and reward accordingly. 

Video 1.1 – The way Microsoft Company Motivate the Employees

The following video 1.1 illustrates the way of Microsoft company motivate the employees and reduce the employees’ frustration. 

(Source: Working at Microsoft, 2018)

Further, in global context, for example, the agricultural community’s existence , relatedness and growth needs could be extend by recruiting educated upwardly mobile talent (Liu & Zhang, 2008).

Mulder (2007), stated that 'in vocational school in the Netherlands, students seemed to be trapped in a frustration-regression phase and suggested relatedness needs were tied to students' existence needs'.  

Esteem demands as a personality trait exhibit a major impact on job performance and organizational success, according to research conducted by top level executives and frontline workers in a number of sectors in South Africa (Arnolds & Boshoff, 2002).

A study of teachers' career choices in Rawalpindi, Pakistan, using content approach theories of motivation, such as ERG, found that 90 teachers from 30 schools in the district chose the profession due to job satisfaction, rewards, recognition, and the need for growth and esteem was also a factor that emerged from this study (Ud Din, Khan & Murtasa, 2011).

More growth requirements will be sought as relatedness needs are met, and vice versa when growth needs are satisfied (Young, Young & Scientist, 2021). Communication technology has been developed using Alderfer's ERG idea (Yang, Hwang & Chen, 2011). The workforce may not feel comfortable concentrating on the growth and development of connections without developing workplace identity if they have not yet created a dominant force in the workplace (Pratap, A, 2017).

 References

✔. Arjoon, S, Hoyos, T & Thoene, U 2018, 'Virtuousness and the Common Good as a Conceptual Framework for Harmonizing Goals of the Individual, Organizations and Economy', Journal of Business Ethics, Vol. 147 (1), pp. 143 – 163

✔. Anyim, C, Chidi, O & Badejo, A 2012, 'Motivation and Employees’ Performance in the Public and Private Sectors in Nigeria', International Journal of Business Administration, Vol. 3(1), pp. 31-40.

✔. Adullah, N, Rahmat, H, Zawawi, F, Khamsh, N & Anuarsham, H 2020, 'Coping with Post Covid-19, Can Work from Home is a New Norm?', European Journal of School of Social Science Studies, Vol 5 (6), pp. 61-81

✔. Arnolds, A & Boshoff, C 2002, 'Compensation, Esteem valance and Job Performance: An Empirical Assessment of Alderfer’s ERG Theory', International Journal of Human Resource Management, Vol. 13 (4), 697 (23). 

✔. Au, N 2008, 'Extending the understanding of end user information systems satisfaction formation: an equitable needs fulfillment model approach', pp. 43-66 

     ✔. Liu, C & Zhang, Y 2008, 'On Brain Drain in New Countryside Construction - from the Perspective of ERG Theory', Journal of Jiangxi Agricultural University (Social Sciences Edition), 2008 -Vol. 01.

     ✔. Mulder, L 2007,  'Motivation Cycles. Boise State University' 

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