Paradox Of Employee Motivation In Google

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Google
Introduction
“One of the Best Places to Work” in the world is the Google Company. Amazingly, there are employees who choose to leave this highly rated corporation and seek employment elsewhere. One has to wonder why a member of staff would deliberately choose to desert his or her comrades, forsaking impressive paychecks, an awesome working environment with facilities like massage chairs and the great power wielded by the company’s reputation. Many talented employees leave Google despite the perks that they get at their workplace because they are not motivated. It is apparent that the employee motivation comes from self-actualization that is difficult for Google to nurture in its employees because it hires excellent manpower that requires proficient career development to maintain engagement and build loyalty.
A Paradox of Employee Motivation
According to Abraham Maslow’s hierarchy of needs and Fredrick Herzberg's Two Factor theory explain the need for employees to satisfy particular innate desires in order to achieve satisfaction. Abraham Maslow explains that satisfied needs do not motivate an individual because he or she will seek to gratify a need greater that the previous one. Hence, the benefits that employees of Google enjoy leave them yearning for a high level of engagement that members of staff in other firms are unlikely to desire. On the other hand, Herzberg's postulates support this notion in that the people that work for Google have all the "hygiene factors" put into consideration. These are the things whose presence does not have an impact on motivation, but whose withdrawal will result in the loss motivation of the workforce. Using Herzberg's model to the Google situation yields results that show that there is ...

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... be appropriate so that Google hires people who have training and passion for their engagements. Proper hiring will prevent incidences whereby coders have to generate content for advertisements used on their sites. The human resources department has the responsibility of diagnosing the lack of impetus and coming up with viable options to address it.
Conclusion
Lack of motivation is the main cause of the turnover of employees from Google who leave despite the reputation the company possesses. The generous salaries and fringe benefits that Google workers get at their place of work is inadequate to satisfy their humanistic needs and this is a testimony to the arguments set across by Maslow and Herzberg. Diagnosis and development of a comprehensive career development program by the human resources department has the potential of improving employee retention at Google.

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