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', 11th Edi. Kogan Page, London.
✔. Armstrong, M 2012, 'Armstrong’s Handbook of Reward Management Practice', Improving Performance Through Reward, 4th 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
Hi Romeda, Agreeing to the explanation given above on the Intrinsic and Extrinsic motivation, I would also like to add that according to Singh, (2016) today's workplace and its employees are very different. Employee expectations and their relationship to work are two of the most significant changes. Every organization has its own way of motivating its employees. Managers and supervisors would benefit from abandoning traditional beliefs about the role of carrot and stick motivation approaches in employee motivation if they are to deal effectively with today's workforce and make their organizations productive. At the same time, it is important to remember that the theories of intrinsic and extrinsic motivation remain valid, and striking a balance between them may be the key to managerial success.
ReplyDeleteThanks for your feedback and further opinion Safiya, among other factors of the production, human resources are the most important and it separates one company from another (Maimuna & Rashad, 2013). If employees are motivated, their moral will be high and the level of performance and efficiency will significantly improved and increase the overall performance of the Organization (Aluko,2014). Further Aluko (2014), Stated that the ''Managers must constantly look for the ways to ensure that their employees continue to achieve high levels of productivity and also to improve efficiency". It is essential for a manager to understand what really motivates the employees without making any assumptions (Gurland & Lam, 2008). Remuneration is most important factor for motivation and managers must develop wage structures according to the importance of each job (Dobre,2013).
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ReplyDeleteInteresting post above Romeda and additionally adding, Sometimes goal items used to measure performance-goal orientation simply ask the participant about wanting to do well on a task, such as wanting to earn a high grade in a course. For people who are focused on doing well, negative outcomes do not necessarily indicate a lack of ability (i.e., holding this type of goal does imply a particular causal attribution for success or failure). We refer to the goal of wanting to do well on a particular task as an
Deleteoutcome goal, and it, too, is represented in our studies (e.g., “It is important to me to get good grades in my classes.”). A closely related construct is “competence valuation,” or the degree to which a task is perceived to be important (Elliot & McGregor, 2001), which has been found to relate positively to intrinsic motivation and performance (Barron & Harackiewicz, 2001).
Thanks for your comment and opinion Malshani. Employees that are genuinely motivated will participate in the work freely and work to advance their skills, which will increase their functioning (Sofat, 2012).Administration outcomes can produce the work that is essential for the success of organizational goals by encouraging the job push (Chhabra, 2010; Cole, 2004).
DeleteAgree with the explanation Romeda, Employee satisfaction, has a direct impact on staff performance (Kalimullah et al, 2010). Rewards are management techniques that, in theory, help a company's effectiveness by influencing individual or group behavior. To inspire and encourage high-level employee performance, all firms use remuneration, promotion, bonuses, or other sorts of rewards (Reena et al, 2009). To effectively use salaries as a motivator, managers must evaluate salary structures, which should include the value that the organization places on each job, performance-based pay, personal or special allowances, fringe benefits, pensions, and so on (Adeyinka et al, 2007).
ReplyDeleteThanks for your comment Christeena. Except for those who work in lower levels of the organization, employees in the private sector are more inclined to be intrinsically motivated (Wright, 2007). The lower-ranking individuals continue to look for outside motivational variables to influence their rate of work (Thomas, Sorensen, & Eby, 2006).
DeleteHi Romeda, Interesting post to read and agree on the points. Further, Deci and Ryan(2000) conducted a study on the effect of performance-contingent rewards on an employee's intrinsic motivation and found out that these types of rewards are very controlling since these rewards are directly associated with an employee's performance of some task (Cameron, Deci, Koestner, & Ryan, 2001). Based on this therefore, performance-contingent rewards undermine intrinsic motivation; however, if the reward given to the employee suggests that the employee has performed on an outstanding level, the reward would serve to solidify that employee's sense of competence and decrease the negative effect on that employee's intrinsic motivation.
ReplyDeleteMany thanks for your comment Derrick. When people engage in behaviors like play, exploration, and challenge, which they frequently undertake to get external rewards, they are motivated by their intrinsic desires, which fuel and maintain their activities (Guay, 2010). When one's essential requirements aren't being met, autonomous motivation declines and controlled motivation is anticipated (Ryan & Deci, 2017). When these knowledge employees anticipate a bonus are particularly successful (Malik et al., 2015). Furthermore, compared to transactional benefits, relational rewards are more difficult for rivals to copy (Armstrong, 2012).
DeleteAgreed with the content Romeda, Further If there is high motivation, employees work harder, the workplace becomes more pleased, nonattendance will be reduced, satisfaction will be enhanced, workplace rules and regulations will be observed, and employees will do their best to achieve the organization’s goals and strategies. There are few factors affecting motivation and those are such as Rewards and Recognition, Salary and other benefits, work and relationships and job security and environments (Rahman, et al., 2021).
ReplyDeleteThanks for the comment Sarasi. As different perspective, the extrinsic incentives are more likely to affect lower-level roles in an organization than higher level positions (Bard, 2006). The advantages of extrinsic motivation and how it affects workers at lower levels, intrinsic motivation is still important for higher level personnel (Bard, 2006). Extrinsic motivation varies in importance depending on the type of work environment, whereas intrinsic motivation has a greater impact on work performance than extrinsic rewards (Higgins, 2006).
DeleteRomeda, this is a very interesting and informative article. Further research also shows that if an employee is rewarded through the organization their behaviour is not affected when it comes to knowledge sharing among employees. However, if an employee is motivated intrinsically they are more likely to share their knowledge, attitudes, and intentions to a better work place environment (Lin, 2007).
ReplyDeleteThanks for the comment and opinion Dehara. Knowledge is information that has been processed by an individual and includes ideas, facts, expertise, and judgements important for a person's, a team's, or an organization's performance. (Alavi & Leidner, 2001). External incentive was also adversely connected to self-reported knowledge sharing, and monetary awards or learning opportunities for information sharing were both associated with unfavorable attitudes toward knowledge sharing (Bock & Kim, 2002). Additionally, Lin (2007) discovered that predicted extrinsic benefits including pay, bonuses, and possibilities for advancement did not substantially correlate with either individual information-sharing intentions or overall knowledge sharing among workers.
DeleteVery interesting and clearly explain Romeda, Motivated and committed employees with high levels of job involvement are considered as an important asset to an organization (Denton, 1987). Keeping the employee motivation, commitment and job involvement up, is always rewarding to a business; as motivated and committed employees are more productive (Denton, 1987).
ReplyDeleteThanks for the comment Shermila. Further, employee expenses can be decreased when workers are more motivated and committed to the work than they were previously (Carr & Tang, 2005). The personnel' abilities, effectiveness, experience, and credentials can increase the organization reputation dramatically (Rothberg, 2005). Therefore, employee engagement, training, education, and involvement have a substantial beneficial association with organizational success (Habtoor, 2015).
DeleteHi Romeda, This is a very interesting article about employee motivation. I agreed with your points, also you have referred to great articles from Armstrong’s Handbook of Reward Management Practice (Armstrong, M 2012 and Great Motivation Secrets of Great Leader (Baldoni, J 2005) for your analysis. Also, I found one article in IJSSIR that described "The four most important indicators are factors that are somewhat amenable to change. For example, increasing training opportunities, improving the physical working conditions and
ReplyDeletethe environment through improved physical structures, equipment, and materials, may help improve these important working conditions" (Varma, 2018,p.3).
Hi Visitha, thanks for your valuable comment. Employee job satisfaction and organizational commitment may both rise with improved working conditions and employee motivation (Anka, Jamil, & Shaikh, 2012). In order to give workers a feeling of pride and purpose in the job, good working conditions include making the workplace appealing, pleasant, satisfying, and motivating (Forastieri, 2000).
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ReplyDeleteVery interesting article Romeda, agreed with your points. (Vioasami et al. - 2001) examined how communication skills, crisis management, interpersonal relations, decision-making, conflict management, error management, risk-taking, reward management, trust, supervision, and guidance affected the motivational climate in the workplace from the perspective of the employees. According to the research, involving employees in decision-making will increase their motivation. The following six factors have the biggest effects on public promotion professionals' motivation: progress, dependency, attachment, development, expertise, and control.
ReplyDeleteThanks for the new perspective Manoj. As an academic theory, the VIE model (valence, expectancy, and instrumentality) prompts us to consider how important an individual's effort is in relation to meeting his requirements from the viewpoint of the public sector promotion professionals (Latham & Locke 2007) Extrinsic incentives including performance-based compensation, promotions, and lifetime employment are hotly debated in public organizations today and therefore, the importance of intrinsic public service incentives and their function within the VIE process is growing (Perry et al. 2009).
DeleteHi Romeda, Agree on your timely and detailed facts on your article.
ReplyDeleteAccording to Tella, A., Ayeni, C.O. and Popoola, S.O., 2007 money posses most intangible goals i.e. power, security etc.Good remuneration package can make a worker to perform a better job and a 'Happy worker leads to productive worker ' (Akanbi, P.A., 2011).
Thanks for your comment and idea Dileka. As a argument for the money as a motivating factor, according to Robbins et al. (2007), behavioral scientists prefer to highlight the value of demanding work, objectives, participatory decision making, feedback, cohesive work teams, and other non-monetary elements rather than the use of money as a motivator. Money is always the key motivator for work movements; therefore, this is rather ambiguous, and employees accept jobs for this reason in the first place (Robbins et al., 2007). Pink (2009) made a strong case that employees are not motivated by money and he said that having the freedom to set your own schedule motivates individuals to work more in general and however, add that it would be a mistake to minimize the value of money and its advantages for employees.
DeleteGreat article Romeda, I agreed the content and to add furthermore,
ReplyDeleteaccording to Mohamud, Ibrahim and Hussein (2017) referring that Every individual in an organization is motivated by some different way. When talking in term of employee motivation, it can be simply defined as “Employee motivation is a reflection of the level of energy, commitment, and creativity that a company's workers bring to their jobs. Motivating the staff leads to broaden their skill to meet the organizational demands.
Thanks for your comment Sanath. The significance of motivation for accomplishment at work is considered as focused on intrinsic motivation, or the degree of the motivational state in which someone is attracted to and motivated by the activity itself may be acquired (Beal, 2017). According to Cameron and Green (2019), motivation can have an impact on how people develop their skills and talents. Therefore, motivation will encourage a focus on oneself rather than on the work through mastery and performance objectives (Durodolu, 2016).
DeleteI agree with your content and i would like to add that monetary compensation, leadership style, job enrichment, organizational information management and quality of work environment influences motivation (Njambi, 2014)
ReplyDeleteThanks for your opinion Joel. If we take the leadership style as a motivational factor when developing a motivating plan, leaders must take into account the elements that motivate people to achieve at their highest levels both individually and collectively (Saad & Abbas, 2019). There is no denying that leaders have a direct impact on staff behavior, effort, input, and ultimately output (Elliot et al., 2017). Employee motivation at the workplace is best served by democratic leadership (Chen et al., 2014; Chan, 2014)
DeleteI agreed with your smooth content. Topic of motivation is highlighted and discussed in the subject of organizational behavior which has distinctive featuring of models and theories pertain to motivation. Development and growth of employees are significantly focused. As for Maslow, Alderfer, McClelland, Hackman and Hertzberg; the growth is most influential and intrinsic motivator for individuals that exploit the potential of employees. It is found that an undeniable link exists among employee motivation and their satisfaction with the jobs and to organizational commitment (Basset-Jones and Lloyd, 2005; Chen et al., 2004)
ReplyDeleteThanks for your valuable comment Thilini. Further, the Maslow, Alderfer and Herzberg's motivational theories were deeply discussed in my other blog posts. Further, the managers must inspire staff members if they hope to achieve the necessary outcomes for the business (Zorn & Ganesh, 2004). The engaging character of the work environment might be emphasized for individuals who have high intrinsic motivation for duty and support for self-imposed deadlines and goals (Story et al., 2009).
DeleteNicely demonstrated. In addition, the motivation possessed by employees further has the ability to improve organizational performance (Dobre, 2013).
ReplyDeleteThanks Ishara, for your comment. Furthermore, due to the motivated employees the reputation of the organiation will increase and the reputation of the company is directly related to the employees' abilities, efficiency, experience, and qualifications (Rothberg, 2005). The more motivation an employer can instill in a worker, the more benefits that worker will provide (Lee & Bruvold, 2003), as well as a higher level of participation and output (Gardner, Van, D & Pierce, 2004).
DeleteHi Romeda, very interesting article and furthermore According to Ran (2009), employers are faced with the task of motivating employees and creating high job satisfaction among their staff. Developing programs and policies that embrace job satisfaction and serve to motivate employees takes time and money. When an employer understands the benefits of motivation in the workplace, then the investment in employee-related policies can be easily justified. Organizations cannot achieve success if employees are not satisfied with their jobs and are not motivated to fulfill their tasks.
ReplyDeleteMany thanks for the comment Nirosha. According to management, increasing an employee's efficiency and production as well as the business's is largely dependent on their attractiveness, engagement, and retention (Bruce, 2006). Motivating human resources is a challenging, delicate, and crucial task for managers in the corporate world (Mrudula, 2006). A manager's goal should be to create a truly "motivating company" that inspires each employee to put up their best effort every day, particularly when the manager is not watching (Bruce, 2006).
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