1.1 Introduction to Motivation
Motivation can be one of the biggest predictors of success as per Harvard Business Reviews (2007). To have success and up hold the success, very organization required exceptional capabilities and continues effort from its employees. Mainly it allows management to meet the organization's goals. Without a motivated workplace, organizations could be placed in a very risky position. Motivated employees can lead to escalate productivity and allow an organization to to achieve higher levels of output (Plessis, Douangphichit and Dodd, 2016).
1.2
Definition of Motivation
Motivation is a force within or outside of the body that energizes, directs and sustains human behavior. Within the body, examples might be needs, personal values and goals, while an incentive might be seen as a force outside of the body. Therefore, motivation arises as a consequence of a person's sire to fulfill unmet needs or resolve conflicting thoughts the produce angst (Armstrong and Taylor, 2014). According to Singh (2017) motivation is the force that initiates, guides and maintains goal-oriented behaviors. Physiological, behavioral, cognitive, and social are different approaches of motivation.
Devadas
(2011) worked on employee motivational practices and found that how job
characteristics, employee characteristic, management practices and broader
environmental factors weight employees’ motivation and the motivation concepts
are central to employees. Motivation is seen as ‘the heart of organizational
behavior’ (Gagne, 2014, p.414), because employees’ motivation has a substantial
impact on their performance and productivity (Cerasoli et al., 2014). Motivation
guides the direction, effort, and persistence of performance behaviors and can
be classified into intrinsic and extrinsic motivation (Deci, Olafsen and Ryan, 2017).
Figure 1: Motivation
Source: (Depositphotos, 2020).
1.3 Motivation in Organization Culture
Motivation
plays a very important factor in a human’s life whether it is about improving
employees or organization’s performance. Motivated employees do not need to be
told how to get things done, they take initiatives, are eager to take up
additional responsibilities, are innovative and achievers (Ganta, 2014). Happiness
at work is a lot to do with feeling valuable and self-assured in organization’s
role. Instead, some of the most important factors tended to be peer motivation.
However organizations in a stressful work week, according to (Emma, 2016)
following three facts are very important to maintain in an organization
culture.
1. ‘Inspiration’-
Having an aesthetically pleasing, well-lit, functional and fun space makes work
a lot more pleasant in workplace. Things like respect, honesty, support, and
clear communication are the foundations. Employees will stay with an
organization if they have a reason to. Hence want to keep good employee and
keep motivated, is worth starting an incentive program, Maybe a quarterly
bonus, a commission structure, or maybe even profit-sharing in company. If
employees know they’ll be rewarded for a job well done, will be more likely to
well, do a good job and stay to see things through. Equally satisfaction in
organization work, can come from a variety of places therefore make a point to
share all of the positive, encouraging feedback with employees during weekly
meetings and letting employees know they made someone’s day and makes them feel
good and gives them a deeper connection to the organization.
2.’Kindness’-
Instead of trying guess what’s most important to employees, actually sit down
with employees and find out what they value and doing the unexpected might be
the best thing organization can do for employees.
3. ‘Self-care’-
When employees see others stay present and calm, especially during
stress-inducing situations like hearing a client complaint or finding an
inventory error, employees more likely to stay grounded and manage stress in
those moments. One of the best ways to help employees with stress management is
practicing mindfulness. Hire certified educators to conduct mindfulness
seminars and can lead employee team in practices like progressive muscle
relaxation and meditation. Likewise help employees to manage to lose
weight and blood pressure, by start educating on proper nutrition. Remind
employees to have control of gut health and that by adopting healthy eating
habits, as a result can lose weight and better manage blood pressure.
Furthermore
employees need the most help in finding a work-life balance. For example,
Intuit offers ‘unstructured time’. Most importantly, review company core values
and update employees to reflect organization focus on employee well being. To
engage employees in ongoing discussions, encourage feedback, start a
‘work-life balance’ committee, in this fashion organization can adjust policies
to fit what employees prefer. Self-care starts at the individual level and
organization plays an active role in each employee’s journey to better health.
Provide employees with the information and resources to make the right changes
to lifestyle and build organization policies around empowering to take the best
care of employees.
A study from Bain & Company and featured at the Harvard Business Review (2015) found that inspired employees performed significantly better than their coworkers. Moreover a study in the journal Emotion (2018) looks at acts of kindness within a real-life working environment and shows how kindness really does create a positive ripple that affects the whole workplace culture.
A study from Bain & Company and featured at the Harvard Business Review (2015) found that inspired employees performed significantly better than their coworkers. Moreover a study in the journal Emotion (2018) looks at acts of kindness within a real-life working environment and shows how kindness really does create a positive ripple that affects the whole workplace culture.
1.4 List
Of References
Armstrong, M. and Taylor, S. 2014. Armstrong’s
Handbook of Human Resource Management Practice. 13th ed. London: Kogan page, pp.169-70.
Cerasoli,
C., Nicklin, J. and Ford, M., 2014, Intrinsic motivation and extrinsic
incentives jointly predict performance: a 40-year meta-analysis. Psychological
Bulletin, [online] 140(4), pp. 980–1008. Available at: <https://pdfs.semanticscholar.org/3f44/f35d1779ea91896c9f443904aab90c2d9511.pdf> [Accessed 20 March 2020].
Chancellor,
J., Margolis, S., Jacobs, B., and Lyubomirsky, S., 2018. Everyday prosociality in
the workplace: The reinforcing benefits of giving, getting, and glimpsing. Emotion, [online] 18(4), pp. 507–17. Available at: <https://doi.org/10.1037/emo0000321> [Accessed 9 March 2020].
Deci,
E., Olafsen, A. and Ryan, R., 2017. Self-determination theory in work
organizations: The state of a science. Annual Review of Organizational
Psychology and Organizational Behavior, [online] 4(1), pp. 19-43. Available at: <https://www.annualreviews.org/doi/10.1146/annurev-orgpsych-032516-113108>
Devadass,
R., 2011. Employees
motivation in organizations: An integrative literature review. In: International Conference on Sociality and Economics Development. [online] Singapore: IACSIT Press, pp. 566-70. Available at:: <https://www.ipedr.com/vol10/106-S10089.pdf> [Accessed 29 March 2020].
Emma, S., 2016. Managing People: To
Motivate Employees, Do 3 Things Well. Harvard Business Review, [online] pp. 115-21. Available at: <https://hbr.org/2016/01/to-motivate-employees-do-3-things-well?> [Accessed 3 May 2020].
Ericsson, K., Prietula, M. and Cookely, E., 2007. Managing People:
The Making of an Expert. Harvard Business Review, [online] Available at: <https://hbr.org/2007/07/the-making-of-an-expert> [Accessed 17 March 2020].
Ganta, V., 2014. Motivation in the
Workplace to Improve the Employee Performance. International Journal of
Engineering Technology, Management and Applied Sciences, [online] 2(6), pp. 221-26. Available at: <http://www.ijetmas.com/admin/resources/project/paper/f201411201416479373.pdf> [Accessed 22 April 2020].
Gagne, M., 2014. The Oxford Handbook of Work engagement, Motivation, and self-determination Theory. New York: Oxford University Press, p. 414.
Plessis,
A., Douangphichit, N. and Dodd, P., 2015. HRM in relation to employee
motivation and job performance in the hospitality industry. Journal of International
Business Research and Marketing, [online] 1(4), pp. 12-21. Available at: <https://unitec.researchbank.ac.nz/handle/1065/3375> [Accessed 9 April 2020].
Singh,
A., 2017. Employee Motivation: A Study on Modern Workplace Motivation. International
Journal of Engineering Sciences & Management Research, [online] 4(4), pp. 68-74. Available at: <https://www.academia.edu/32407094/EMPLOYEE_MOTIVATION_A_STUDY_ON_MODERN_WORKPLACE_MOTIVATION> [Accessed 20 March 2020].
Dear Manuja, Your vision that expressed, most agreeable with workplace motivation, because of employee motivation is one of significant factor which affected to human behaviors and performances. Either each individual or team performance is getting agile based on their motivation level. All the organizations are driven to profits and employees get yield it for the organization. The overall success of this process depends on the employee’s commitment which is directly related to their motivation (Tan 2013).
ReplyDeleteThank you for pinpointing that out Charith. It should be realized that the employee performance is also negatively affected by stress at workplace, hence it is of significant value to evaluate the current processes and practices which are responsible for creating stressful situation in order to not to effect the performance (Kakkos et al., 2010).
DeleteAgree with your views. Motivated employees help the organization to become more success because they are consistently looking forward to improve their work performance. The outcome from a motivated employee will produce high level of productivity since they are enjoying their work. Moreover, employees are the human capital to the organizations and performance of them within an organization which can lead to organizational prosperity or failure (Nur Shafini et al, 2015).
ReplyDeleteA valid point Madu, Thank you. Organizations today have realized the importance of motivated and satisfied employees as important contributors towards long term objectives. It has made organizations to cater to the expectations and needs of the employees and could expect the similar response. Motivation also positively influences performance at individual and group level ultimately affecting the organizational performance. (Risambessy et al., 2012).
DeleteAgree with your view, Motivation could be intrinsic or extrinsic. Intrinsic motivation derives from within the person. It refers to the direct relationship between a worker and the task, and is usually self-applied. Examples of intrinsic motivation are achievement, accomplishment, challenge and competence which are derived from performing one’s job well (Afful-Broni, 2004). Extrinsic motivation comes from the work environment, external to the person and his or her work. Good salary, fringe benefits, enabling policies and various forms of supervisions are good examples of this type of motivation (Mankoe, 2006).
ReplyDeleteAgreed and thank you for the comment Gayani. On my blog I have elaborated both the motivators of intrinsic and extrinsic extensively. Though it has been argued the validity and the accuracy of the above factors, the motivation of employees in the form of intrinsic and extrinsic motivation will be able to improve employee performance (Ardiyanto and Pogo, 2019).
DeleteAgree with your views. Employee motivation is one of the approaches of managers to enhance strong job management among employees in organizations. A motivated employee is responsive to the specific goals and objectives he/she must achieve, therefore he/she directs its efforts in that direction (Manzoor, 2011).
ReplyDeleteAgreed Charitha, Managers attempting to boost motivation should take note. It is hard to argue with the accepted wisdom backed by empirical evidence that a motivated workforce means better corporate performance (Nohria, Groysberg and Lee, 2008).
DeleteAgreed to the above said.
ReplyDeleteA motivated and qualified workforce is essential for any company that wants to increase productivity and customer satisfaction. In this context, motivation means the willingness of an individual to do efforts and take action towards organizational goals. Further, employee participation and empowerment do not only enhance efficiency, growth and innovation but they also increase employee motivation and trust in the organization. If employees feel appreciated for their work and are involved in decision-making, their enhanced enthusiasm and motivation will lead to better productivity and loyalty (Dobre, 2013).
Agreed with your comment. In addition, Organizations can play a pivotal role in their employees’ job satisfaction and enhancing their productivities to gain profit by paying careful attention, energy and time to the working environment. Human interactions and their inter-organizational relationship with peers or supervisors are key to job satisfaction (Chandrasekar, 2011).
DeleteAgree with your views. According Nawawi et at., (2018), Human capital are the main contributors in organizational success where the performance and effectiveness of the workforce are depend on the extent of employee satisfaction and motivation of employees through a workable organizational culture setup and compensations provided to workforce.
ReplyDeleteThank you Teshan. Adding more to your comment, In a management perspective, compensation is often viewed as a core human resource management function where human resource managers play important roles in planning and managing the various types of reward systems as an important return for the readiness of employees to perform work or service in organizations (Henderson, 2009; Al-Shaibah and Habtoor, 2015).
Delete