07. Employee motivational factors 

Employee relations are not just about the utilization of human resources but the experience and expectations of labor in the workplace and wider society (Blyton, P. and Turnbull, P., 2004).

Brooks, A.M., (2007) divides the motivational factors into two themes;

1.     Intrinsic Motivation: 

1.1 Workplace Performance:

Brown et al. (2015) defines that employee trust in the workplace influences the behavior of employees, which in turn affects firm performance. 

1.2 Attitude:

Intrinsic motivation has been noted as having a large effect on employee attitudes and performance (Deci & Ryan cited in Cho, Y.J. and Perry, J.L., 2012). 

 

2.     Extrinsic Motivation:

2.1 Goal setting:

Successful people in all walks of life consistently set goals to help them accomplish tasks in timely and efficient ways (Rader cited in Brooks, A.M., 2007). 

Regardless of the workplace environment, people who have set and follow their goals will be more successful than those individuals who do not (Brooks, A.M., 2007). 

2.2 Performance Feedback:

Turner, A., (2017) states that lack of direction in determining whether or not intrinsic or extrinsic motivation in some organizations is what drives employees’ performance is a major concern. Failure to fully understand, it can lead to the failure of an organization. Further Turner (2017) says whether intrinsic or extrinsic effects performance culture, organizations will be provided with information necessary to better motivate their employees. Knowledge of outcomes is based on the feed- back received from their work performance (Hackman & Oldham cited in Turner, A., 2017). 

2.3 Empowerment/power:

Empowering makes employees feel that they are appreciated and for making it possible continuous and positive feedback on their performance is essential (Smith, B cited in Manzoor, Q.A., 2012). 

2.4 Job Satisfaction:

According to Aziri, B., (2011), Job satisfaction implies doing a job one enjoys, doing it well and being rewarded for one’s efforts. Job satisfaction further implies enthusiasm and happiness with one’s work. Job satisfaction is the key ingredient that leads to recognition, income, promotion, and the achievement of other goals that lead to a feeling of fulfillment (Kaliski cited in Aziri, B., (2011).

According to Ganta, V.C., (2014) Managers need to find creative ways in which to consistently keep their employees motivated as much as possible. Motivational factors are highly important for every company due to the benefits that it’s able to bring. Such as;

1.     Human Capital Management:

A company can achieve its full potential only by making use of all the financial, physical, and human resources that it has. It is through these resources that the employees get motivated to accomplish their duties Ganta, V.C., (2014).

2.     Intrinsic and Extrinsic Motivation:

Reward management system consists of both extrinsic and intrinsic rewards; where former involves financial rewards (salary, bonus etc) and the later includes non-financial rewards like recognition, security, title, promotion,, appreciation, praise, decision making involvement, flexible working hours, workplace comfort ability, feedback, work design, social rights etc (Yang cited in Shahzadi et al. 2014).

Intrinsic reward emerges in a person after the accomplishment of certain task or work (joy, satisfaction, pride etc.); while extrinsic motivation comes from outside sources or forces as salary, money or grades etc. (Scott and Bruce cited in Shahzadi et al. 2014)

3.     Greater Employee Satisfaction:

According to Ganta, V.C., (2014), Worker satisfaction is important for every company, as this one factor can lead towards progress or regress. In the absence of an incentive plan, employees will not fill ready to fulfill their objectives. Thus, managers should seek to empower them through promotion opportunities, monetary and non-monetary rewards, or disincentives in case of inefficient employees.

REFERENCES:

1.    Aziri, B., 2011. Job satisfaction: A literature review. Management Research & Practice, 3(4).

2.    Brown, S., Gray, D., McHardy, J. and Taylor, K., 2015. Employee trust and workplace performance. Journal of economic behavior & organization, 116, pp.361-378.

3.    Blyton, P. and Turnbull, P., 2004. The dynamics of employee relations. Macmillan International Higher Education.

4.    Cho, Y.J. and Perry, J.L., 2012. Intrinsic motivation and employee attitudes: Role of managerial trustworthiness, goal directedness, and extrinsic reward expectancy. Review of Public Personnel Administration, 32(4), pp.382-406.

5.    Deci, E. L., & Ryan, R. M. (2004). Handbook of self-determination research. Rochester, NY:
University of Rochester Press.

6.    Ganta, V.C., 2014. Motivation in the workplace to improve the employee performance. International Journal of Engineering Technology, Management and Applied Sciences, 2(6), pp.221-230.

7.    Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work: A test of theory. Organization Behavior and Human Performance, 16, 250–279. doi:10.1016/0030-5073(76)90016-7

8.    Kaliski, B.S. (2007). Encyclopedia of Business and Finance, Second edition, Thompson Gale, Detroit, p. 446

9.    Manzoor, Q.A., 2012. Impact of employees motivation on organizational effectiveness. Business management and strategy, 3(1), pp.1-12.