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.
Hi Romeda, I agree with your content on employee demotivation. Adding to the example you have explained, In practice, many organizations do indeed use awards to acknowledge a job well done after the task is completed (Nelson, 2005), and managers vary the particular situation, timing and form of recognition to maintain the element of surprise even as multiple awards are handed out over time (Bradler, Dur, Neckermann, & Non, 2016; Cranston & Keller, 2013; Walk, Zhang, & Littlepage,2018).
ReplyDeleteThanks for the valuable comment Nilusha, However, it is hard to say which motivators are more successful for an organization, and choice appears to be a personal matter (Tokarska-Olownia, 2019). Rewards in an economic organization are largely related to pay, however, it can also include other monetary and non-monetary perks from the boss, like words of encouragement, respect for the workers, and promotions, warnings, reprimands, and financial fines are all forms of punishment (Michalik, 2005). People who are highly driven set clear objectives and take steps to accomplish them (Armstrong, 2007). One of the company's core principles appears to be having committed personnel (Roslon & Ciupiski, 2017).
DeleteA good blog article Romeda. Baldwin (2008), asserts that by asking employees ‘help and hinder’ questions managers could identify demotivating factors and eradicate them. This approach is necessary for employees to relate the improvements and shortcomings at the workplace. Thus, communication plays a vital role in identifying issues at the organisations.
ReplyDeleteMany thanks for the comment Afzal. An improvement or decline in performance is mostly dependent on effective communication and positive relationships between managers and employees (Llaci, 2010). Motivation facilitates information sharing through an intra-organizational social media platform and which can assist the company in achieving its goals and objectives (Vuori & Okkonen, 2012). Effective connections between people and groups are essential to organizations' existence and ability to function relationships out of communication (Jones et al., 2004)
DeleteVery informative content. In addition, Adams’ Equity Theory calls for a fair balance to be struck between an employee’s inputs (hard work, skill level, acceptance, enthusiasm, and so on) and an employee’s outputs (salary, benefits, intangibles; such as recognition, and so on). According to the theory, finding this fair balance serves to ensure a strong and productive relationship is achieved with the employee, with the overall result being contented and motivated employees. The theory is built on the belief that employees become de-motivated, both in relation to
ReplyDeletetheir job and their employer, if they feel as though their inputs are greater than the outputs. Employees can be expected to respond to this in different ways, including de-motivation (generally to the extent the employee perceives the disparity between the inputs and the outputs exist), reduced effort, becoming disgruntled, or, in
more extreme cases, perhaps even disruptive (Guerrero et al., 2007)
Thanks for your comment Tarishma. Further, procedural equity is concerned with how employees perceive the fairness with which organizational processes are used, whereas distributive equality is concerned with how individuals feel they are compensated in line with others, for instance, promotion and evaluation (Armstrong 2009). According to Muchinsky (2004), job performance is the collection of employee behaviors that can be tracked, quantified, and evaluated in terms of success at the individual level. According to equity theory, those who believe they are either under- or over-rewarded would feel distressed, and this discomfort will motivate them to work to make the connection more equitable (Armstrong 2009).
DeleteAgreed your content .Lockley (2012), on the other hand, addresses the same issue focusing on cross-cultural differences between employees in particular. Namely, culture can be explained as knowledge, pattern of behaviour, values, norms and traditions shared by members of a specific group (Kreitner and Cassidy, 2012), and accordingly, cross-cultural differences is perceived to be a major obstruction in the way of successful employee motivation
ReplyDeleteThanks for the comment Nimesha. It is difficult to develop a culture that supports individual motivation since it takes time to understand the variables that inspire each person; however, the culture offers a framework where managers may use motivational instruments altering the way people behave (Helou & Viitala,2007). Individualistic cultures indicate job happiness and personal drive, as a result, motivation and job satisfaction will have more personal origins and must address human needs rather than collective needs, further individuals are often valued more highly than organizations in society (Schneider & Barsoux, 2003)
DeleteAgreed your content Romeda. When there is a high employee turnover in an organization, it causes an increase in the resources cost, extra efforts and costs for new recruiting regularly, and the cost of time when having to replace major positions (Srivastava & Rastogi, 2008).
ReplyDeleteThanks for the comment Shashika. High employee turnover due to employee demotivation are burdened by the high expense of hiring new employees and it takes time to fill vacancies (Anvari, JianFu, & Chermahini, 2014) It will lead to decrease the production and service quality (Rothberg, 2005).
Delete