Expectancy, to raise the effort of the employees on their jobs, Genting Malaysia can attempt to increase the confidence of the employees. For example, the managers can offer their subordinators to involve in making decisions and let them feel that they can also contribute to company despite lower level employees. Instrumentality, Genting Malaysia can utilize this theory to increase the expectation of employees that successful tasks will lead to certain rewards. For instance, Genting Malaysia offers different types of rewards to employees who perform well in their jobs such as travelling and training in other country. Lastly, Genting can apply reinforcement theory toward its employees.
MOTIVATING YOUR EMPLOYEES Every human being needs motivation now and then. Incentives and recognition programs can support you in helping your employees become happier and more productive at work. As a leader, one of the main things to think about is how to recognize an employee for a performance that has exceeded expectations, objectives and goals. Therefore, I would like to introduce you in this paper to some ideas that hopefully would promote this method as one of the main priorities in today's and tomorrow's workplace. People want to do more than work as machines; they want to be productive as well as being recognized by others.
Intrinsic motivation is internal and therefore often related to feelings of achievement, growth and accepting new challenges at work. Extrinsic motivation, on the other hand, is related to an exchange of sorts. One is awarded some kind of benefit; usually money, or some other type of compensation, for a certain task completed, or hours spent working. While at first it may seem that extrinsic motivation is the key motivator in attracting, retaining and developing valuable employees, all aspects have to be considered. A distinction has to be one when comparing small organizations versus large organizations.
The paper throughout has avowed about the role of the management to attain quality. The model focused on the mechanism for managers and employers on how to motivate and encourage the workers to achieve high standards there by maximizing the profits of the organization. It states that the employees must be empowered to work according to their ideas and they must be involved in decision making. Employees must be continuously trained to perform the job with ease, because training increases the employee abilities. The employees must be recognized according to their performance like promoting them to the higher position and rewarding the employees with something that would excite them thereby it helps to explore their ideas for the development of the organization.
In some organisations the alteration of the job role is illogical as it only slightly improves the performance of intrinsically motivated employees. By ensuring that an organisation tailors it’s working conditions towards the employee, could provide comfort for an employee and thus increases the employee’s satisfaction. Recker (2013) supports this viewpoint implying how the jobs environment could play a significant role in the workers need for recognition. Whilst a large portion of Hertzberg’s Hygiene factors relates to tangible extrinsic factors, an arguably more important aspect is the intangible intrinsic motivators as they are harder to control. Lacey (2015) considers these factors and it could be suggested that creating a positive atmosphere and company ethos could be a relatively cheap method in managing performance.
When firm specific knowledge and objectives are met, human resources could be a tool to assess performance potentials and paths that allow the organization to grow with respective of the resources and capabilities of the work place. In order to meet such expectations human resources (HR) needs to conduct realistic job previews during the recruitment stage, hire personnel with good person to organizational fit, provide a good work environment/ and opportunities, and mediate conflicts between employees, their peers, and supervisors (p.
The purpose of this paper is to evaluate how employee motivation can be developed when employees are tightly controlled by management. In an organisation employees are the key resources of the firm’s success, thus organisations need to motivate employees in order to expect better performance and efficiency. Employee’s who are motivated in the organisation work harder, perform efficiently, produce higher quality of quantities and engage in more activities in the organisation. Motivation is a concept when organisations encourage and influence it’s employees to perform better which results to rewards either intrinsic or extrinsic. Motivation not only focuses on behaviour and the performance of the employee, but also on the attitudes that influence them due to the choice of actions (Hutchinson 2013).
In soft HRM, employees are seen as the asset of the organisations, focus more on every individual in the firm, and it is used to point out an approach of more in ‘human resource’ part. In this approach, it is believed that communication, motivation, and leadership have a major effect in gaining employees’ commitment, which then will lead to competitive advantage. It is obvious that restructuring has a big distinction if it is... ... middle of paper ... ...eed to be considered in restructuring to help the employees to feel more engaged at work, which eventually leads again to their commitment at work. Furthermore, it guides to fairness at work since procedural justice provides the basic rules that can be used by the employees to shape their behaviours and attitudes towards what is fair and not at work. Cascio approach of how to do responsible restructuring is seen to be a positive and viable approach.
Some motivational methods that could affect productivity are job engagement, goal-setting, and reinforcement. Knowing the connection between motivation and productivity can be crucial for employees to increase productivity levels. When employees are motivated they will work more efficiently and raise overall productivity. The first step for employers is choosing how to motivate their employees. Forms of Motivation There are many ways to motivate employees to increase their productivity.
According to Alvesson (2004), the concept of identity relates to the creation of self-perception and often emerges dynamically in a wider context of an organisation. Thus, individuals are more inclined to distinctive behavioural patterns, if they are identifying themselves with an organisation and its socially constructed attributes. The equivocal nature of knowledge-intensive-work, therefore, leaves a gap of meaning that implies the necessity of increased efforts of knowledge-intensive-firms (KIFs) in actively shaping the identity of employees. On these grounds, I will elaborate accordingly on the importance of identity for knowledge work by illustrating essential elements as well as challenges and critical aspects around this topic. Identity