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research proposal on effect of employee motivation on organization performance
research proposal on effect of employee motivation on organization performance
motivation theory for employees in practice
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What Motivates Employees? (Hint: It Isn 't Money!) For years, businesses have operated under the assumption that money was the primary motivation for employees to remain with an employer, dedicate themselves to the company 's success and strive to produce exemplary work. Managers have dangled merit increases, bonuses and other financial incentives in front of their employees in the belief that the pursuit of money would result in greater productivity, reduced turnover, improved product quality, better customer service and even lower rates of absenteeism. If money is such a great motivator, why are so many companies still plagued by low productivity, high turnover, plummeting quality, disappointing customer service and high absenteeism despite …show more content…
The "SHL Workers and Good Management Study" asked respondents what inspired them to work harder. The study found that only 20 percent of the workers surveyed reported that they found motivation in money and bonuses. (2) 3. Researcher Susan David conducted a study of business units that had extremely engaged employees. When she asked the employees what was behind their outstanding engagement scores, only 4 percent mentioned pay. (3) Why Money Does Not Matter More Naturally, employees are individuals who are motivated by different things. Even the same employee can have motivations that change over time. However, for more than 70 years, Maslow 's hierarchy of needs and its revised models have been used to demonstrate what motivates people. The concept is typically illustrated as a pyramid with five to eight tiers. Only after the needs defined in the lower tiers have been met does the motivation for the next tier become relevant. (4) 1. The bottom tier represents the basic physiological needs that are required for survival. These include sleep, shelter, food, warmth, air and water. 2. The second tier represents the desire to be safe. This tier includes needs such as freedom from fear, protection from the elements, law and order, stability and
When employees were asked, what factors could be changed at USAA to help maintain employee motivation levels, a couple of them answered with, “higher wages” and “more money”. This response corroborates other studies regarding pay which state surveys will more likely under emphasize the importance of pay relative to other motivational factors. (Rynes, Gerhart & Minette, 2004). “Financial incentives had by far the largest effect on productivity of all interventions. For example, pay was four times more effective than interventions designed to make work more interesting.” (Rynes, 2004). One reason for this phenomenon is social desirable responding. It should be noted, that although pay may be under reported, the results indicate other factors are also important for employee
The First level of the Hierarchy of Needs is Survival. Survival is the basic essentials of life: food, water, and shelter. An example of Survival is being hungry or thirsty in
Each individual is different from one another and will have a different set of needs. The key element to effective motivation lies first in recognizing these differences and developing appropriate strategies to enhance motivation of each employee. When these different strategies of motivation are grouped together, they offer a valuable resource for producing an appropriate environment to reach higher performance. In order to motivate all employees to perform at their best, there is a need for managers to establish and encourage an atmosphere which will inspire them. Motivation continues to remain a challenge among managers today. Tools and ideas are accessible to leaders and managers to support them. Studying the theories of Herzberg, McClelland, Vroom, and Maslow can provide solutions to these problems and managers can be successful in motivating their employees.
Often monetary incentives (i.e. raises) will provide an increase in motivation; however, Dholakiya states that, “The happiness linked to a pay raise wears off quickly. At best, it will have a passing impact on motivation. It’s common human tendency to want more, especially when it comes to salary” (Dholakiya). The reality of monetary
Motivation is the force that transforms and uplifts people to be productive and perform in their jobs. Maximizing employee’s motivation is a necessary and vital to successfully accomplish the organization’s targets and objectives. However, this is a considerable challenge to any organizations managers, due to the complexity of motivation and the fact that, there is no ready made solution or an answer to what motivates people to work well (Mullins,2002).
In today’s world, there are many reasons which have led to people getting a paid job. Amongst the various articles, many authors argued that money remains the main motivator underlying the reason why people work, since people need money to meet their basic needs and to ensure survival. According to Ramlall (2004) motivation can be defined as “the willingness to exert high levels of effort towards organizational goals, conditioned by the effort’s ability to satisfy some individual need.”
Companies have found that money is and important motivator for high levels of employee productivity. However, money incentives by its self may not be as affective and it may not render the loyalty from employees many companies strive to achieve. The combination of monetary and non- monetary rewards have proven to be affective in an completive job market, as it helps to keep employees from straying to companies that offer appetizing bonuses and incentives.
Kovach KA (1987). What motivates employees? Workers and supervisors give different answers. Business Horizons, 30. 58-65. Print. 8 Feb. 2014.
Employee motivation helps to keep morale up in the workplace as well as keeping employee turnover low. However, with today’s economy and the uncertainty of it, job security and a paycheck seem to motivate many employees, yet there are still some that expect rewards for any extra effort that is expected of them. “With today’s concerns and tomorrow’s uncertainties, metalcasting executives have learned that short-term, transparent economic motivators paired with supporting communications efforts are most effective at persuading employees to boost productivity and cut per-unit costs.” (Imberman, 24).
The warehouse is an organization having many staff member and we find Maslow’s Hierarchy needs theory as an appropriate theory to motivate the staff.
Often, money encourages employees to work better. This is known as extrinsic rewards. Extrinsic rewards are given by a manager to increase pay, promotions, and praise. Sometimes, depending in the work place, managers are not able to motivate employees with a raise. Every employee would want an increase in salary to make them want to work harder and give good work. However, managers can praise their employees for the good work. Rather than involving money in motivation, managers can give feedback, recommendations and opportunities to their workers. It gives their employees a sight that their managers care. In other words, McClelland 's needs theory also describes this type of scenario. These types of people actually like the feedback, and they strive to do better to achieve the company 's
Nowadays, the Maslow’s hierarchy of needs is often present with a pyramid, the more basic needs at the bottom. Maslow argued that an effective motivation is accomplished by satisfying lower level of need to raising up to a higher hierarchy. Individual growth is an intrinsic motivation, when one of the above needs becomes satisfied, the next need can be turned.
In today's complex business environment; traditional approaches like monetary incentives are not the only prime motivators. In addition to expecting financial incentives for their performance, employee's expectations are much more. Appreciation, recognition and opportunities for personal growth; must be catered for to harness maximum productivity. Furthermore in an era where change is imperative for the organisation's survival, highly motivated employees, represent flexibility and show willing to change; a vital component for the success of any organisation.
An important part of the retention of staff, reducing staff turnover and minimising absenteeism at work is ensuring that staff are properly motivated. This is not as easy as it sounds. At first glance, you might be tempted to think that merely increasing wages is the way to motivate! Not so. Most thinkers on the subject would argue that motivation is a far more complex issue than merely 'money'.
In any organization, the desire to earn a salary will automatically push employees to show up for work (Barry et al., 2016). However, the theory of organizational behavior asserts that employees need to be motivated in order to perform to the best of their knowledge and ability. It is highly likely that employees today will be motivated in the event that they are able to see a clear link between the effort they put forth and the reward that the employee will receive afterwards. Such rewards must be seen as fair, and above all equitable. This is the only sure way to ensure that employees are inspired to work diligently. In order to achieve this goal, managers within the organization can motivate employees by setting realistic, achievable goals and measuring attainment. Achievement of these particular goals, can be set between the manager and employee. Once the goal is achieved, they employee should be appropriately awarded. This can be done either through recognition from the manager or financially. In this way, employees are motivated and efficient.