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).
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).
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 21st 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
Agreed. According to Skinner's hypothesis, employees will repeat actions that result in positive outcomes and refrain from repeating behaviors that result in undesirable outcomes (Skinner, 1953). Managers ought to encourage employees to act in ways that produce favorable results. Employer actions that result in bad effects should not be positively reinforced by managers.
ReplyDeleteThanks for the valuable comment Ranga, Furthermore, according to Bourda (2013), leadership styles are crucial in determining which emotions will prevail and be exhibited in employees. Managerial views of employee motivation are closely linked to appraisal (Defoe and Iyengar, 2004). Because of the results that motivation delivers, it is highly valued in the real world and for a business to exist and remain competitive, managers must continually find ways to inspire its workforce to achieve corporate objectives and instructions (Ryan & Deci, 2000).
DeleteAccording to Amstrong's handbook on HRM , Motivation theory explains the factors that affect goal-directed behavior and therefore influences the approaches used in HRM to enhance engagement (the situation in which people are committed to their work and the organization and are motivated to achieve high levels of performance)
ReplyDeleteAppreciate your comment Zameera. Further, employee engagement has been defined as the enthusiastic, upbeat, and work-related mental state that is demonstrated by vigor, devotion, and absorption (Schaufeli et al., 2002). Chen (2017) pointed out that different HRM methods may have varied effects on employee behavior, and therefore, it is vital to build successful HRM practices rather than a bundle of HRM practices. A job’s physical, organizational, and social components that might serve to lessen the demands of the job and various physical or psychological costs by providing opportunities for learning and internal improvement and aiding in the achievement of objectives (De Lange et al., 2008). According to Mictchell (2005), when an organization gives its workers access to financial and emotional resources, the latter will feel bound to repay the favor and wish to contribute to the company.
DeleteAgreed on all your points Romeda, no doubt that company will gain more from a self motivated employee than from some one who needs to be pushed always to get the work done . Would like share some thoughts on Expectancy and Self-efficacy in the Motivation Literature. In motivation literature, expectancy refers to a person's belief or judgment about his or her abilities to be successful at a task. There are a number of terms that have been used to differentiate these aspects of human belief processes. It is not the goal of this chapter to explicate the nature of those distinctions; however, some examples are expectance (i.e. expectancy-value theory; Eccles, 2005), personal agency beliefs, (i.e. motivational systems theory; Ford, 1992), self-concept (Marsh, 1990) and self-efficacy (i.e. social-cognitive theory; Bandura, 1997). The roles of such beliefs, however, are important in the construction of theoretical representations of the relationship between motivational constructs and emotions, which is the focus of current research in the area.
ReplyDeleteSelf-efficacy, in particular, may be one of the most researched constructs in the area of motivation and the consistent finding is that as one's beliefs about one's capability to accomplish a task increase, there tends to be a corresponding increase in activity (i.e. motivation) directed toward the development, pursuit and accomplishment of one's goals related to the particular task of interest. For example, if teachers feel confident in their capabilities to manage their classroom, they tend to be more likely to be successful at managing their classroom (Emmer & Hickman, 1991). Similarly, if students feel confident in their ability to complete a task such as an assignment, they are also more likely to experience success.
Thanks for your comment Vidura. Further, Expectations of substances give desire cognitions their content, and immediate expectations influence decisions to obtain and utilize substances (Kavanagh, Andrade, & May, 2005). The choice to go on with anything has to do with the expectations and ideals that are fundamental to an entrepreneur's thought process (Baron, 2004). Since rational prioritization determines how individual intentions affect the motivation-decision-action process, expectancy theory, also known as the Theory of Motivation or the Rational Intention Theory, is important (Holland 2011). Expectancy Theory describes how a person decides by focusing on the cognitive processes involved in decision-making; therefore, people balance their requirements with their perceptions of the likelihood of success in a particular circumstance (Hirschi & Fischer, 2013)
DeleteIt is interesting how employee motivation an overall point has been explained here Romeda, further to add, the Global business environment is highly volatile and the organizations which are adaptable to change are the ones going to survive. Organizations need to frame strategies to endure the challenging business competition, and the ones which are able to survive will be able to sustain longer than others (Varma, 2017). Employees will only perform efficiently if their managers are motivating them effectively. Managers’ responsibilities thus include ‘combining good motivational practices with meaningful work, the setting of performance goals, and the use of an effective reward system to establish the kind of atmosphere and culture that is needed to excel. In a rapidly and ever-changing work environment, motivated employees are essential tools for the very survival of companies, organizations, and industries. Motivated employees tend to be more productive and are critical for organizational survival (Eshun & Duah, 2011)
ReplyDeleteAgreed Romeda, According to Muhammad (2011) The motivated employees’ works best in the interest of the organizations which leads them towards growth, prosperity and productivity. Thus the employee motivation and organizational effectiveness are directly related.
ReplyDeleteThanks for the comment Azhar. An improvement or decline in performance is mostly dependent on effective communication and positive relationships between managers and employees (Llaci, 2010). According to Lee & Bruvold (2003), employees who are more motivated by their employers are more likely to offer incentives and contribute to the firm more productively and with greater production levels (Gardner, Van, D & Pierce, 2004).
DeleteEmployee Motivation is a very important topic these days because people got affected by a lot of external factors in recent years. Great Blog Romeda! Human nature is very complex and to understand the motivating factor of every employee is a difficult task. Therefore an effective leadership and management is required to appreciate employees. According to Varma (2018), employee motivation requires research and study of human nature and involves a well defined approach to deal with human beings. Observations and research in this field has proved that well motivated employees are more productive and creative.
ReplyDeleteThanks for your comment Manula. The appreciative leadership works through affective, motivational, and self-related processes (Franke & Felfe, 2011) by enhancing motivation (Judge, Piccolo, & Ilies, 2004), strengthening trust (Liu, Siu, & Shi, 2010), and fostering a positive self-concept (Semmer & Jacobshagen, 2003). The leader’s appreciation includes praise (Yukl, 2013), considering employee needs (Bass & Avolio, 1994), showing interest in someone’s opinion (Eckloff & Van, 2008), assigning interesting new tasks (Jacobshagen, Oehler, Stettler, Liechti, & Semmer, 2008), or honoring achievements with an award or in a recognition ceremony (Yukl, 2013)
DeleteIt is intriguing how you have articulated employee motivation as a whole. To add to this, the global business climate is very turbulent, and only firms that are adaptive to change can survive. Organizations must develop methods to overcome the intense corporate rivalry, and those who are successful will be able to endure longer than others (Varma, 2017). The only way for employees to operate efficiently is if their supervisors successfully motivate them. Managers are responsible for integrating excellent motivating techniques with meaningful work, establishing performance objectives, and using an effective incentive system to create the climate and culture required for excellence. Motivated workers are important to the survival of businesses, organizations, and sectors in a constantly shifting and accelerating work environment. Motivated workers tend to be more productive and are essential to the existence of a firm (Eshun & Duah, 2011)
ReplyDeleteThanks for the comment, Yohan. Further, the effectiveness of a company's workforce has a significant impact on whether it can accomplish its objectives (Rizkia, 2021). According to (Finnegan, 2010), organizational culture may give a firm a competitive advantage when it helps it carry out its plan more effectively or efficiently. An improvement or decline in performance and employee motivation is mostly dependent on effective communication and positive relationships between managers and employees (Llaci, 2010). Job satisfaction via employee motivation, brings a strong working relationship, maintains excellent rest intervals, utilizes current resources, and gives flexibility for employees inside the organization (Williams et al.,2003).
DeleteHi Romeda, While fully agreeing with your points would like to add that 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. From management perspective, employees' attractiveness, engagement and retention are most fundamental for boosting their efficiency and productivity as well as for the business (Bruce, 2006) . Managers in the business sector have the difficult, sensitive, and important role of motivating human resources (Mrudula, 2006). The objective of a manager should be to establish a really "motivating organization" that encourages each person to give their every day, especially when the manager is not looking (Bruce, 2006).
DeleteMotivation is highlighted and discussed in the subject of organizational behavior which has a distinctive featuring of models and theories pertaining to motivation. The development and growth of employees are significantly focused. As for Maslow, Alderfer, McClelland, Hackman, and Hertzberg; growth is the most influential and intrinsic motivator for individuals that exploit employees' potential. It is found that an undeniable link exists among employee motivation and their satisfaction with the jobs and organizational commitment (Basset-Jones and Lloyd, 2005; Chen et al., 2004).
ReplyDeleteThanks for the comment Thilini. Further, 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).
DeleteGreat blog post Romeda, An interesting viewpoint regarding the issue has been proposed by Wylie (2004), according to which members of management primarily should be able to maintain the level of their own motivation at high levels in order to engage in effective motivation of their subordinates. Accordingly, Wylie (2004) recommends managers to adopt a proactive approach in terms of engaging in self-motivation practices
ReplyDeleteThanks for your comment Isuri. Managers and workers both exhibit what is known as a "extrinsic incentive bias," which is the belief that people are motivated more by extrinsic incentives than by intrinsic ones (Morse, 2003). It has been established that this is untrue, the managers must keep in mind that, more often than not, a variety of variables, rather than just one kind of extrinsic or intrinsic incentive, inspire people (Manion, 2005).
DeleteRomeda as i read through all your blogs i am very much impressed on the efforts you have put to drive a clear message on employee motivation. Inspiration isn't always easy to come through. So, whenever employee morale is down, and motivation is running low, it is with high importance for the management or the employer to motivate individuals as and when they need it by using all theories mentioned.
ReplyDeleteThank you so much for your valuable comment and appreciation the work I do. Further, according to Purcell (2003), the most important aspect in determining a worker's performance is their drive. Teamwork is really one of the variables that contribute to employee engagement (Latham, 2011).
DeleteHi Romeda. Motivating a work force is not an easy task as motivation directly deals with the human nature. Understanding human nature is very simple and in the same way it could be very complex too. An understanding and appreciation of the human nature is a prerequisite to effective people motivation which influences the entire behavior of the employee. (Shahzadi et al.2014).
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DeleteThanks for the comment Shashika. Further, human perception, cognition, love, emotion, motivation, personality development, and mental health are all areas of psychology that are covered by the concept of human nature (Hasan, 2008). The dark part of the unconscious in the human psyche, specifically the ego impulses, is where motivation to become something comes from (Felski, 2000). Human nature is often amenable to social and cultural learning and conditioning, and it also underlines the significance of confidence and competence, emphasizing how any variables that weaken those psychological experiences reduce the likelihood of motivated behavior in the future (Kauff man (2000)
Oyedeji (1998) defined motivation as one of the ways of making people to put forth their best efforts in an efficient and effective way. Robbert & Angelo (2004) defined motivation as psychological processes that arouse feelings and direct behavior; it is that important element that makes an individual chooses an action while he has an alternative.
ReplyDeleteThanks for the comment Anuradha. As a different perspective, If the employee is under a lot of stress, which can lead to a lack of commitment and satisfaction with the job and it is adversely affect to the employee's psychology (Saleem & Gopinath, 2015; Kuzey, 2018). On the other hand even if a person meets all of the aforementioned wants, life will still be unsatisfying to them (Adiele & Abraham, 2013).
DeleteGood Post Romeda, The organization's management has the authority to connect organizational goals and objectives with employee goals in order to maximize performance. The organizational behavior, as exemplified by the senior management, has an impact on the degree of motivation and satisfaction through the organization's adherence to its core principles, guiding principles, and values (Roos, Van Eeden, 2008).
ReplyDeleteThanks for the comment Shazlinsashar. Further, most of the companies the managers frequently wait until employee motivation has already been lost before making a determined attempt to improve it (Cummings & Worley, 2015). Managers prioritized the urgent, and by the time they noticed there was a motivation shortage, employee morale had dropped and resignations had occurred and the gap between managers' impressions of employees' motivation and reality may provide important insights into the general manager-employee interaction (Ilardi, Leone, Kasser, & Ryan, 2001). Managerial perceptions of employee motivation were strongly associated with employee performance evaluation (Defoe & Iyengar, 2004)
DeleteHi,Great blog post Romeda, Further to, The work environment has undergone considerable changes over the past years in terms of the nature and scope of work. The changing nature of the work environment has necessitated different ways of management approaches. Yet an important and constant factor has been the ways in which managers motivate their workers to help achieve not only the organizational goals but also that of their own personal ones. This difficulty stems from both the complex nature of the work environment as well as the wide array of people employed within them. Human beings are by nature not homogeneous entity. They have a variety of needs, aspirations, as well as differing perceptions of what constitute appropriate rewards for effective motivation. Thus motivating workers requires an in-depth understanding of the human nature, individual differences and perceptions of appropriate rewards and incentives, as well as a combination of extrinsic and intrinsic rewards. Unfortunately most managers tend to believe, rather erroneously that they can adequately motivate their workers by offering rewards such as higher pay, bonuses, and paid vacations.
ReplyDeleteMorse (2003) notes that, in most cases there exist an ‘extrinsic incentive bias’ which is perpetuated by both managers and employees. As noted by Atchison (2003), this bias does not
stem from reality but are rather rooted in myths surrounding employee satisfaction. Research has however shown that such monetary incentives do not motivate workers and may in certain
circumstances become demotivators. Shanks (2007:32) asserts that monetary reward ‘motivates only to a point; that is, when compensation isn’t high enough or is considered to be inequitable, it’s a demotivator’.
Thanks for the comment Rasika. Furthermore, the term "psychological factors that affect the direction of a person's degree of effort and a person's level of persistence in the face of difficulties" to characterize motivation (Kanfer, 2000). This motivational impact is connected to the repercussions for performance and motivation, whether intrinsic or extrinsic, that an employee experiences at work (Jandaghi, Fard, Saadatmand, Sharahi, & Rajabi, 2011; Perry, Hondeghem, & Wise, 2010; Yuan & Woodman, 2010). Autonomy, a sense of success, job stability, perks, and time off are a few examples of the stimuli that these inner and extrinsic motives may bring (Casey et al., 2012).
DeleteThis blog content is great. It covers everything from factors affecting employee motivation to the negativities of a demotivated workforce. In addition, the blog also incorporated the use of Alderfer's ERG Theory, which suggests that there are three groups of core needs. The video links have provided a nice touch to it.
ReplyDeleteThanks for your valuable comment Thashmika. By considering ERG theory as relatedness needs are met, more growth requirements will be sought, and vice versa when growth needs are met (Young, Young & Scientist, 2021). Alderfer's ERG concept has been used to create communication technologies (Yang, Hwang & Chen, 2011). If the workforce has not yet established a dominating force in the workplace, they may not feel comfortable focusing on the expansion and development of relationships without building workplace identity (Pratap, A, 2017).
DeleteMotivation allows management to meet the company's goals. Without a motivated workplace, companies could be placed in a very risky position. Motivated employees can lead to increased productivity and allow an organisation to achieve higher levels of output (Hanaysha & Majid, 2018).
ReplyDelete