Motivation is the power that inspires, guides and sustains human behavior. Active people are willing to make major efforts and do what the organization expects more independently, and employees can achieve high performance (Hunter et al, 1990). The term "motivation" can broadly refer to an individual's goals, how an individual chooses goals, and how others try to change their behavior when achieving a set goal (Locke and Latham, 2004).
According to (Reucrof & Scott, 2015), employee engagement and recognition can make people feel appreciated, engaged, and happy at work. For example: Costco ranked second in Glassdoors' 2014 Top 20 Compensation and Benefit Companies. For employers struggling to find or retain the workforce of their dreams, the foundation of good management, career prospects, and economic returns remains crucial. Recognition can support and promote desired behaviors and attitudes or culture, or support desired results, such as teamwork or moral improvement. However, if done poorly, a poor recognition program with the ability to severely disengage employees can cause people to feel unfair within the team. Moreover, it may lead to accusations of favoritism, which may cause some people to feel unrecognized or underestimated.
As described in (Arnold et al, 2001), the three components of motivation are:
1. Direction- what the employee is trying to do.
2. Efforts - the extent of employees’ efforts.
3. Persistence- the time for employees to persist in trying.
Motivation types
Intrinsic motivation
When people feel that their work is important, interesting, and challenging, and provide them with a reasonable degree of autonomy, intrinsic motivation exists (Thomas, 2002). According to (Deci and Ryan, 2011) Intrinsic motivation is based on ability and self-determining needs.
Extrinsic Motivation
can produce powerful effects immediately, but not necessarily lasting for a long time. Intrinsic motivating factors related to "quality of work and life" may have a deeper and longer-term impact because it is vital to individuals and work-rather than being imposed from the outside through incentive compensation and other forms (Arnold et al, 2001). According to (Deci and Ryan, 2011), intrinsic motivation is based on ability and self-determination.
Instrumental Theory
In fact, rewards and punishments are the best way to shape behavior (Thomas, 2002). Assuming that if rewards and punishments are directly related to their performance, people will be motivated to work; therefore, rewards depend on effective performance (Deci and Ryan, 2011), Tool theory is derived from scientific management methods (Taylor, 2011). For example, Facebook and Google are known for providing weird employee benefits.
Content theory
Theory is one of the content theories of motivation. These attempts explain the factors that motivate individuals by identifying and satisfying individual needs, desires, and goals pursued to satisfy desires (Taylor, 2011). This motivational theory is called dual content theory. Based on the seemingly simple idea, motivation can be divided into health factors and motivation factors, usually called "two needs systems". (Ball, 2003).
Figure 2 The process of motivation according to content theory
Source: Armstrong, (2014)
Figure 3 Motivation Model
Source: Porter and Lawler (1968)
According to (Porter and Lawler, 1968), just hard work is not enough. Efforts effectively and produce the required performance. In addition to effort, the two variables that affect the completion of the task are:
1) Ability-personal characteristics such as intelligence, knowledge, and skills.
2) Role recognition-what individuals want to do or think they need to do. If they are in line with what the organization thinks individuals should do, then from the organization's point of view, these are all good. If the views of individuals and organizations are inconsistent, they are poor.
Video 1 :
Showcases the combination of professional behavioral science and insightful recognition solutions, the essence of employees relates to the company's brain, and better performance can be achieved through recognition.
Source: Greggu, (2019).
References
Arnold, J, Robertson, I T and Cooper, C L (1991) Work Psychology, London, Pitman
Ball, J., 2003. Understanding Herzberg’s motivation theory. ACCA on the Web: http:// accaglobal.com/my/en/student/acca-qual-student-journey/qual-resource/acca-qualification/f1/technical-articles/herzbergs-motivation. html.
Benefits, E., 2020. Employee Benefits. [online] Sketchbubble.com. Available at: <https://www.sketchbubble.com/en/presentation-employee-benefits.html#mz-expanded-view> [Accessed 29th July 2021].
Deci, E L and Ryan, R M (1985) Intrinsic Motivation and Self-determination in Human Behaviour, New York, Plenum
Hunter, J E, Schmidt, F L and Judiesch, M K (1990) Individual differences in output variability as a function of job complexity, Journal of Applied Psychology, 75 (1),
Locke, E A and Latham, G (2004) What should we do about motivation theory? Six recommendations for the twenty-first century, Academy of Management Review,
Reucrof, G. and Scott, T., 2015. Human Resources: A Practical Guide.
Taylor, F W (1911) Principles of Scientific Management, New York, Harper (republished)
Thomas, K., 2002. Intrinsic motivation at work. 3rd ed. San Francisco: Berrett-Koehler Publishers, pp.115-119.
Dear Nadee, Herzberg concluded that job dissatisfaction occurs in the absence of hygiene factors, but the existence of the factors alone does not provide job satisfaction and motivation, except in the presence of motivational (internal) factors job satisfaction accompanied with the motivation can be obtained (Özkalp and Kırel, 2005).
ReplyDeleteThank you for commenting and the Herzberg’s Theory of Motivation tries to get to the root of motivation in the workplace. You can leverage this theory to help you get the best performance from your team (Haruna, 2013). The two factors identified by Herzberg are motivators and hygiene factors. The presence of motivators causes employees to work harder. They are found within the actual job itself (Alshmemri and Shahwan, 2017).The absence of hygiene factors will cause employees to work less hard. Hygiene factors are not present in the actual job itself but surround the job.
DeleteHi Nadeeka, agree with you, Employee well-being and especially employee’s contribution and dedication have become critical business issues in an organization. Customer call centre employees are expected to be provided high levels of satisfaction and convenience to their customers. Then customer feels that they are valued to the organization. The result of satisfaction and organizational output are largely dependent on employees’ discretionary efforts to comply with organizational goals. (Armi et al.,2013).
ReplyDeleteThank you for your feedback Danushka, as you mentioned in a Customer call Centre environment employees are expected to be provided maximum levels of satisfaction to their customers. To provide satisfaction service to customers employee engagement is required. Employee engagement will drive employees performance and importantly the success of the organization (Lewis, et al., 2012). This was understood that the engaged employees are having better picture about the business, the purpose for the existence off the business and the how they are fitting to the business operations (Ariani, 2014).
DeleteGlobal business environment if fast changing and the organizations which are adaptable to the change are the one going to survive. Organizations need to frame strategies in order to endure the challenging competition, and the one which are able to survive will be able to sustain longer than others. One of the greatest challenges organizations face today is how to manage turnover of work force that may be caused by migration of a lot of industrial workers. This may be because of their lack of Motivation and commitment for the organization; this point of view emphasizes the importance of the study of Motivation and its relationship to Job Satisfaction (Prof. S. K. Singh & Vivek Tiwari, 2011).
ReplyDeleteHi Chandana, I agree with your comments, engagement is not about driving employees to work harder but about providing the conditions in which they will work more effectively (Armstrong,2014)
DeleteEmployee motivation is likely to be positively associated to employee engagement, according to Holton (2006). Individuals must be clear in their minds about which factors motivate them and how these factors can motivate and satisfy them at work if there is a link between employee motivation and engagement, and organizations must assist individuals in taking more responsibility in this case by developing a strategy and processes that can assist individuals in this case.
ReplyDeleteWell said Sampath, according to Armstrong (2014) Leadership means inspiring people to do their best to achieve a desired result. It involves developing and communicating a vision for the future, motivating people and securing their engagement.
DeleteAgreed with what you mentioned. Employee engagement and recognition can make people feel appreciated, engaged and happy at work.(Reucrof & Scott, 2015). It is evident that motivation has a direct impact on employee engagement as motivated employees will actively participate to achieve organizations expectations while highly being engaged to their job role.
ReplyDeleteAgreed with your views Roshini. Leaders have an influential role in improving employee engagement. Leaders have been proven to influence and motivate employees through demonstrating clear values and fostering positive teamwork in an agreeable manner as indicated by Kouzes and Posner (2012) and Yukl (2012). When employees are engaged, their individual performance is high, which can positively impact overall organizational performance. Flexible and adaptive leaders are critical in today’s organizations (Crossman & Crossman, 2011).
DeleteAccording to Bakker and Demerouti (2007) job resources may intrinsically motivate employees as they foster employee growth, learning and development and further interestingly job resources such as proper feedback, support, and autonomy are found
ReplyDeleteto be reducing effect of job demands (Bakker, Demerouti,and Euwema, 2005) and also drives engagement through a motivational process (Bakker and Demerouti, 2007).
Well said Jayashi, According to Macey and Schneider (2008) stated that when leaders have clear expectations, are fair, and recognize good performance they will have positive effects on employee engagement by engendering a sense of attachment to the job.
DeleteAgreed. James, Swanberg, and MacKechnie (2007) also examined the relationship between employee engagement and age. Younger employees were specified as those 54 years of age and younger who represented 88% of the sample and older employees were specified as those 55 years of age and older who represented the remaining 12%. Their results based on survey data of over 6,000 employees ages 18-94 from a U.S. based retail organization revealed that older workers (ages 55 +) were significantly
ReplyDeletemore engaged that younger employees (ages 54 and younger).
(Richardson, 2017), typically, engaged employees are intrinsically motivated. They love what they do, strive to manure new skills and are enthusiastic about applying their knowledge and skills. And there are many things to be said for how an engaged labor force can boost any firm’s bottom line.
ReplyDeleteAgreed with you. Employee engagement is defined as an employee's inner devotion to the organisation and the decision they make to help the organisation succeed; it is defined as an employee's passion for duty, commitment, and results-oriented behaviour (Allen, 2014). Reduced staff turnover, improved productivity, improved efficiency, increased bottom line profit, and customer loyalty are just a few of the benefits of effective employee engagement initiatives (Robertson-Smith and Markwick, 2009).
ReplyDeleteI agreed with you. I would like to add this. Common to these definitions is the notion that employee engagement is a desirable condition, has an organizational purpose, and connotes involvement, commitment, passion, enthusiasm, focused effort, and energy, so it has both attitudinal and behavioral components. The antecedents of such attitudes and behaviors are located in conditions under which people work, and the consequences are thought to be of value to organizational effectiveness (Erickson, 2005).
ReplyDeleteOne of the most important factors for an organization is it has mativated and engaged employees, who act as the backbone of any organization that brings positive vibes such as productive ethics and accountability (Levinson, 2007: Cleland et al, 2008).
ReplyDelete