How To Motivate Emloyees
Background: The question is why there is a need for managers to spend time on motivating their employees, but the answer is to extend their existence. Employees make up an organization and if they do not have organizational commitment, then there is no incentive to excel at their jobs. most of financial, knowledge, human resources and assets costs could all be avoided or lessened by motivating employees by keeping them involved and committed to the organization. This shows how important motivation is and how it can benefit both the organization and the employee.
Statistics: An investigation indicated that eighty-six percent from claiming associations battled for attracting new workers What's more fifty-eight percent for the individuals associations communicated tests with respects should holding current workers (Ramlall, 52). Investigations indicate that At ten expert representatives about an association leave, that association loses approximately you quit offering on that one million dollars (Ramlall, 52).
Furthermore of the budgetary loss, they Additionally endure those reduction about information Furthermore experience those individual(s) might need. In An investigation done Toward the the public eye for human asset Management, they found that eighty-six percent of the individuals they surveyed were fulfilled by their employments (SHRM). This amount Might build whether those quickly on a chance to be talked about systems need aid actualized in the particular worth of effort destinations. In an alternate examine Toward profession Vision, they discovered that thirty-three percent about workers feel Concerning illustration In spite of they need arrived at An deadlock Previously, their profession ("Job fulfillment Statistics").
Problem Statement: Unmotivated employees usually lead to dull work environments, lack of innovation and lack of dynamic workflow. We need to find ways to motivate the employees, so they can find job satisfaction, increase their productivity and thus increase the standards of the work environment.
Objectives:
- To find ways to effectively motivate employees.
- Find the elements that contribute to a better work environment through employee motivation.
- To understand the impact of motivating the employees on the organization.
- To answer the question of why we should motivate the employees.
Literature review: Sarri and Trihopoulou (2005) have investigated the personal characteristics and motivation of female Greek entrepreneurs in order to assist Greek policy makers in their future attempts to devise programs to support women entrepreneurs in the start-up phase. The study confirms that female entrepreneurs in Greek are motivated to undertake entrepreneurship mainly by factors that relate to economic reasons and self-fulfillment, including the needs for creativity, autonomy, and independence.
Kristensen and Westlund (2004) studied the differences in intrinsic work motivation and job satisfaction among employees with different characteristics working in Nordic countries. The authors found that job satisfaction and intrinsic work motivation have a nearly linear relationship with age and that the employees with higher education reported higher level of intrinsic work motivation.
Dimitris Manolopoulos (2007) findings indicate that in the extended public sector of Greece public administrators attempt to motivate their employees and improve productivity by emphasizing on extrinsic rewards and more specifically by the provision of fair wages and increased job security. However, the effectiveness of this pattern is strongly questionable for the years to come for two reasons: First, some recent amendments to the existing legislation and the restructuring and downsizing of the public sector in Greece will lead to the decline of traditional job security (Portugal also seems to comprise a similar interesting case). Second, partly as a result of the economic policy adopted by the Greek governments.
Susan Cadwallader (2010) study suggests that there are things managers can control more directly, which in turn will result in greater motivation and positive implementation behaviours. For example, managers can influence situational-level motivation by empowering employees to choose to act (e. g., task autonomy) and by providing them with clear understanding of how the new innovative service works (e. g. , role clarity). In the case of task autonomy, the results show that employees’ belief that they could choose to recommend the innovation rather than being forced to do so resulted in stronger positive feelings toward and beliefs about the innovation and, in turn, a stronger motivation to recommend it to customers. Role clarity not only had a significant relationship to situational motivation to participate in implementation but also had a significant direct and positive relationship to employee recommending behaviors. The findings support practical suggestions for strategy implementation related to employee empowerment and education. Omar K Bhatti (2016) study suggests that it is evident that employee motivation is of great concern for present day management.
The fast changing work environment of today requires motivated employees that can uphold an organization, and allow it to survive in today’s competitive business world. This study clearly highlights that the western viewpoint of employee motivation varies from the Islamic perspective. Notably, Islamic beliefs and values integrated with conventional motivational concepts are likely to yield better results in motivating Muslim employees. Lisa Eisele (2013) study found that employees who are having a motivating supervisor who is supportive, provides them with structure and is involved, undertake less formal and informal learning activities. This is in contrast to what we would expect. It might be the case, however, that employees who have a motivating supervisor perceive the meetings with their supervisor as fruitful learning experiences and in turn do not feel the need to discuss issues with colleagues further or to look things further up in books. In addition, the results for the motivating supervisor condition are even more influenced by employee motivation, as shown by the coefficients of the interaction terms. It appears that employees with a performance approach orientation undertake less learning activities when having a motivating supervisor and do not perceive the presence of a motivating supervisor as valuable for the undertaking of learning activities. David Conrad (2015) study reveals that physicians have clear preferences when it comes to workplace motivation. It is not unreasonable then to determine that the more satisfied the employee, the better he or she will perform. Motivation, then, is not a result of one preferred “one size fits all” management approach, but rather, a systemic discovery and assessment by management of motivation needs and wants and a fulfillment of these crucial motivation elements.
At the end of the day, motivation is intrinsic, personalized, and individualized. Accordingly, the environment that managers create for their employees must be one that is constructive to positive energy. If employees feel happy when they are working, then they will be naturally encouraged to work. Florence Olu Ogunrin (2007) study set out to show that deficiencies in employee motivational needs and poor quality in work performance go together, because when it comes to obeying directives at work, employees react based on whether obeying will carry them toward or away from their personal goals. With particular focus on health services, this study demonstrated that the two groups of orthodox doctors in Nigeria could be motivated for better health care services if their needs are satisfied through better pay, safer work environment, well equipped hospitals that support best medical practices and demonstration of competence, opportunities for training, and better security in the society.
