Factors
Affecting Employee Motivation
1.
Reward and recognition
Rewards and recognition are highly important
factors in boosting employee motivation (Hansen,
Smith and Hansen, 2002). Once an employee had gained recognition for his
work, the effect of that recognition starts fading after some time. In order to
further enhance the impact of recognition, it should be followed by suitable
rewards. Recognition alone may be sufficient in some cases, but rewards have a
better effect in creating a long-lasting motivation.
Rewards can vary based on the cost and the impact.
It is ideal to offer diverse rewards which may hold attractiveness to different
employees based on the things they like. Trips, gift vouchers, and an extra day
off are potential rewards that may hold different values to each employee. The
prime aim of recognizing and rewarding employees is to provide them motivation
to better perform in their role and to encourage them in showing positive
behaviors. There are many ways to reward employees.
2. Opportunities of Growth/Development
Employees tend to feel motivated when there are
opportunities for them to grow and develop their skills (Weng and Zhu, 2020). With room to grow and a work ladder to
climb, they will feel motivated and work with dedication. Possibilities of
increments, promotions, and benefits keep them productive and working with
dedication. Motivation caused by these opportunities is an intrinsic form of
motivation.
3. Salary
Regular payment is a basic need of the employees which
they expect for the employer/ organization to provide them with (McLean, Smits and Tanner, 1996). However, salary is
considered as a short-term extrinsic motivation factor. Regular increase of
salary may not necessarily improve employee performance in the longer term.
However, if an employee’s salary is lower than
their expectation, it would cause dissatisfaction and lack of motivation.
Earning an equitable salary or a salary that they think is sufficient for their
effort, will keep the employees from becoming frustrated although it may not
motivate them.
4.
Leadership style
Leaders of an
organization include supervisors, managers, and team leaders. These characters
have an important role to play regarding the employee motivation (Roßnagel, 2017). The right leadership would
encourage the employees to identify their goals and objectives and work
diligently towards achieving them.
Leaders have to identify
the right method of leadership that would suit each type of employee since the
approach to handling employees should depend on their personality traits.
Common leadership styles
include (Gemeda and Lee, 2020):
·
Autocratic
·
Democratic
·
Coaching
·
Authoritative
·
Affiliative
·
Laissez-faire
·
Transformational
·
Servant
5. Relationship with Colleagues
Considering that most employees work eight hours a
day, they spend one-third of their day at the workplace interacting with their
colleagues. Therefore, the relationship with colleagues can be a factor which
greatly influences their motivation to perform while affecting their mood and
behavior (Ariani, 2015). Negative
relationships will result in isolation and loneliness, providing them with dissatisfaction
and lack of motivation.
The social needs of an employee is linked to their
desire to be accepted and be affiliated with a good community focused on
achieving better results. Good work relationships would also provide them with
opportunity to further develop their skills and grow into their full potential.
6.
Work life balance
Good balance of work and life is a factor which
provides employees with great motivation (Simmons,
2012). This balance would influence employees to be prepared to work at
the organization without complain. They would be less likely to feel exhausted
when a proper work-life balance is guaranteed. Exhaustion can push the
employees to lose their passion and dedication which is highly detrimental to
the organization in the long run. Therefore, it is important to let them work
for a reasonable duration while promoting health and general wellbeing.
7.
Processes and operations within the company
Processes and operations within the company are
linked to the willingness, dedication and enthusiasm of the employees. The
workload, access to resources, division of labor and responsibility, and
accountability depend on these operations and processes (Lemańska-Majdzik and Okręglicka, 2015).
Efficient processes and operations can be a
motivational factor for the employees, driving them to work more efficiently
(Syed Ibrahim et al., 2019). It is essential to reduce factors that
disturb or hinder the operations so as to keep the efficiency up to the
standards. At each step of the process or operation, the employees should be
made aware of the available resources and what is expected from them. This
makes them feel responsible for their actions and would stimulate higher and
more efficient performance.
References
Ariani, D. W. (2015) ‘Relationship with Supervisor and
Co-Workers, Psychological Condition and Employee Engagement in the Workplace’, Journal
of Business and Management, 4(3), pp. 34–47. doi: 10.12735/jbm.v4i3p34.
Gemeda, H. K. and Lee, J. (2020) ‘Leadership styles, work
engagement and outcomes among information and communications technology
professionals: A cross-national study’, Heliyon, 6(4), p. e03699. doi:
10.1016/j.heliyon.2020.e03699.
Hansen, F., Smith, M. and Hansen, R. B. (2002) ‘Rewards and
Recognition in Employee Motivation’, Compensation & Benefits Review,
34(5), pp. 64–72. doi: 10.1177/0886368702034005010.
Lemańska-Majdzik, A. and Okręglicka, M. (2015)
‘Identification of Business Processes in an Enterprise Management’, Procedia
Economics and Finance, 27, pp. 394–403. doi: 10.1016/S2212-5671(15)01011-4.
McLean, E. R., Smits, S. J. and Tanner, J. R. (1996) ‘The
importance of salary on job and career attitudes of information systems
professionals’, Information & Management, 30(6), pp. 291–299. doi:
10.1016/S0378-7206(96)01059-2.
Roßnagel, C. S. (2017) ‘Leadership and Motivation’, in, pp.
217–228. doi: 10.1007/978-3-319-31036-7_12.
Simmons, S. (2012) ‘Striving for work-life balance’, AJN,
American Journal of Nursing, 112(1), p. 25. doi:
10.1097/01.NAJ.0000410173.98529.f6.
Syed Ibrahim, M., Hanif, A., Jamal, F. Q. and Ahsan, A.
(2019) ‘Towards successful business process improvement – An extension of
change acceleration process model’, PLOS ONE, 14(11), p. e0225669. doi:
10.1371/journal.pone.0225669.
Weng, Q. (Derek) and Zhu, L. (2020) ‘Individuals’ Career
Growth Within and Across Organizations: A Review and Agenda for Future
Research’, Journal of Career Development, 47(3), pp. 239–248. doi:
10.1177/0894845320921951.
Hi Uditha,
ReplyDeleteI totally agree with your motivational factors. However according to the Harvard Business Review by Nohria, Groysberg and Lee (2008), there are 4 emotional drives for employee motivation. Each motivation can be fulfilled by using distinct primary levers.
Emotional drive 1: Acquire
Primary lever: Reward System
Emotional drive 2: Bond
Primary lever: Culture
Emotional drive 3: Comprehend
Primary lever: Job Design
Emotional drive 4: Defend
Primary lever: Performance-Management & Resource-Allocation Processes
Dulshan, the same authors (Nohria, Groysberg, and Lee, 2008) have stated that each of these four drives is independent and that they cannot be ordered hierarchically or substituted one for another. Managers cannot pay the employees a lot and hope they will feel enthusiastic about their work in an organization where bonding is not fostered, or work seems meaningless, or people feel defenseless. So, to fully motivate employees, all four drives must be addressed.
DeleteCreating flexible work environment is another way of motivating employees. Beno (2021) stresses that, Creating flexible working environment is vital in the present business context. Since the outbreak of the pandemic, it has occupied the center of the stage. Previously, a flexible work arrangement was a nice-to-have: a rare perk provided by just a few firms. Today, it is a majority of employees' expectation, and a crucial employee engagement strategy if organizations wish to compete in keeping top talent. This returns the debate to technology. One of the conditions for being able to offer flexible work is having the technology to allow workers to work productively wherever they are while also tracking their output. Because technology allows to build a "virtual workplace" where communication, cooperation, responsibility, and high production can still occur, there is no need for people to work 100% of the time in actual office.
ReplyDeleteI also agree that the flexibility of the work environment has a major effect on the employee motivation. Setiyani et al. (2019) found that flexible working hours also have an influence on employee motivation and employee engagement. This means that if the company applies flexible working hours, they can improve employee motivation and employee engagement (Setiyani et al., 2019).
DeleteHai Sampath, The development of economics in general and specifically for many enterprises depends on many factors, conditions, social and environmental forces, however; the most crucial one rests on human resources. As the competition on market, economy has stiffly increased day by day, the trend of integration and globalization has become closer and closer to every firm, especially with the recent advancement of science and technology, the 4.0 technology revolution. The quality level of human resource is the key to success for all companies to fulfil the rising demand of development. Numerous researches have already been undertaken to assess and evaluate the different factors that influence motivation, however; these are contextually and geographically examined. This study tries to examine and focus on the impact of Groz-Beckert operations under the legal and regulatory conditions existing in Vietnam in the context of human resource practices prevalent in international organizations such as Groz-Beckert. Groz-Beckert is the world’s leading provider of industrial machine needles, precision parts and fine tools, as well as systems and services for the production and joining of textile fabrics with over 160 years of operation. All around the world, the products and services support the textile processes of knitting and warp knitting, weaving, felting, tufting, carding and sewing. As a subsidiary of Groz-Beckert group, Groz-Beckert Vietnam Co. Ltd. is deeply aware of the importance of a motivated workforce (Groz-Beckert, 2020). Therefore, human resource training and development has always been a strategical investment of the company. A lot of policies on income, welfare as well as the team building activities have been put into action. The target is to build up qualified employees for the mid-term and long- term plan of the company. However, there is still room for improvement since the fluctuation rate is still at a high level (7%). This will cause instability and difficulty in achieving the increasing demand for quality, quantity. The present study hopes to contribute some new perspective for the stable development of the company
ReplyDelete