Employee Motivation Research Paper

The company’s people-driven values and assumptions about employees are that productivity and employee performance are the means the means to achieve customer satisfaction. It is

According to researcher Lindner (1998), motivated employees are needed in our rapidly changing workplaces to aid in the survival of organizations. Not only is it important to meet the needs of the consumer, it is equally important that to make sure that associates are taken care of and remain motivated. For this reason, Gibson, Ivancevich, Donnelly and Konopaske (2012) “states much of management’s time is spent addressing the motivation of their employees” (p. 125). According to the Encyclopedia of Small Business (2007), employee motivation is the level of energy, commitment, and creativity employees bring to their jobs; the inner force that drives individuals to accomplish personal and organizational goals (Lindner, 1988). Despite its obvious importance, employee motivation can be an elusive quest for managers due to the multiplicity of incentives that can influence employees to do their best work. The reality is that every employee has different ways to become motivated and the knowledge of how to motivate them is key to organizational success. It is imperative that employers get to know the personal needs and wants of their employees in order to establish tactics in which to motivate each of them. Once achieved, “managers are in a better position to encourage and reward employees to behave in effective ways” (Gibson et al, 2012, p.

There are as many different methods of motivating employees today as there are companies operating in the global business environment. Still, some strategies are prevalent across all organizations striving to improve employee motivation. The best employee motivation efforts will focus on what the employees deem to be important. It may be that employees within the same department of the same organization will have different motivators. Many organizations today find that flexibility in job design and reward systems has resulted in employees ' increased longevity with the company, improved productivity, and better morale.

The first group of Supervisor A’s employees fail to advance past the effort-performance relationship component of Expectancy theory. These employees have little to no expectancy that their effort translates into better performance. This is primarily because they believe the new production process is too difficult, as they have stated the new process requires more hand dexterity than they are currently capable of. To overcome this hurdle and make the production goals obtainable, the company should consider providing reasonable accommodations to make the production process less difficult for these employees. Secondly, the company should consider providing better training as it may be an issue of the employees not

Chapter 12 of our textbook is titled “Motivating Employees,” and it encompasses much of what was in Drive. An extrinsic reward is defined as the “payoff, such as money, a person receives from others for performing a particular task.” Extrinsic rewards are what drive the old economy and still influence management techniques within organizations today. These rewards have many benefits but are becoming more and more obsolete in the twenty-first century workforce. The textbook defines intrinsic rewards as the “satisfaction, such as a feeling of accomplishment, a person receives from performing the particular task itself.” Offering only extrinsic rewards is what Pink refers to as “carrots and sticks.” These rewards work well for routine tasks. However, these rewards often stifle creativity (as seen in the candlestick experiment). Modern jobs are increasingly relying on creativity and innovation. Managers can use this knowledge by acknowledging the importance of intrinsic rewards when dealing with employees engaged in more complex

Pay and Rewards – pay and rewards attract, motivate and retain staff. The employment contract which lists rewards, whether it be pay, bonus or benefits, can remove animosity amongst employees and employers. However, recent research reveals that employees are no longer motivated by a financial reward alone, but

Which results in better performance, greater efficiency, improved customer satisfaction, and lower costs, turnover, and absenteeism. In the current business and organization literature, employee satisfaction, respect, loyalty, and an atmosphere of feeling valued is imperative to the success of a business. The feeling that an employer sincerely cares for its employees is remarkable. In line with Gupta & Agarwal (2012), it is imperative that employees understand the worth of their lives in the workplace. Companies that express a genuine mutual care towards its employees gets better results. They are motivated to work harder and smarter. Many employers are only interested in the bottom line and performance, not their employees’ well-being and their

By offering employees an increase based on good work performance or by completing jobs on a timely basis employees are motivated to do the best they can for the company. Employees will strive to do the best they can and excel at their job. The company also benefits by being able to set up guidelines of what is expected and by rewarding employees they will have employees that are accomplishing more and have a better attitude about their job. Long term by giving employees increases employees will be apt to stay with the company and this benefits the company in not having a high turn-over

Therefore, not only are employees satisfied but customers are as well. As a result, it can be concluded that this company is on track for valuing employees in a way that is good

Reward Management (RM) has been defined as the distribution of monetary and non-monetary rewards to employees in an effort to align the interests of the employees, the organisation, and its shareholders (O’Neil, 1998). In addition O’Neil (1998) also suggests that a RM system can serve the purpose of attracting prospective job applicants, retaining valuable employees, motivating employees, ensuring legal requirements relating to direct and indirect rewards are not violated, assisting the company in achieving human resource and business objectives, and ultimately assisting the organisation in obtaining a competitive advantage.

Employees require motivation, reward and encouragement for maximum productivity. Punishment to workers not performing is also mandatory to prevent cases of poor performance. Ethical considerations must be looked at and employees must follow rules and company policies for plans made by management to be successful. Workers and management relate like a family and this has enabled the company perform to its expectation. These plans are aimed at ensuring total customer satisfaction and delight.

Employees are the bedrock of any business. Within organisations, the behaviour and attitudes of employees makes remarkable strides in the achievement of organisational goals. Motivated employees are always looking for ways to improve processes and products. In service oriented organisations¸ employees are especially the drivers of the organisations’ innovation, planning and strategy implementation. This study contributes to theory and practice related to strategy implementation, an important topic that has received relatively little attention in the marketing literature (Noble and Mokwa 1999). In the overtly competitive micro-finance industry, which is characterized by a high dependence on uniquely talented personnel who give the organisations a competitive edge, exploring possibilities of exploiting the untapped potential of employee motivation as a driver for strategy implementation is very crucial. This study will be narrowed down to Bayport Financial Service Botswana, a subsidiary of Bayport Management ltd which is a public limited company incorporated in the Republic of Mauritius. The company started operating in May 2010 with a goal of helping Batswana achieve financial wellness through responsible access to credit. The company currently has 14 branches countrywide.

The employees feel that they have greater responsibility and trust put on them, this can generate greater participation, commitment, and a better job performance.

Keeping employees motivated in addition to creating incentives and/or additional ways for employees to receive more compensation will create better performance overall within an organization. Contrary if company B gives their employees incentives to perform, without any motivational tactics they probably will not have as many top performances as company A, in addition the company may only seek short term rewards verses have long term success. Lack of motivation for employees within an organization, can cause long term damage for the company’s success. Different things motivate everyone; therefore there should be a system in place to keep employees motivated for the long term success of the company. In the MBM textbook under the concept of incentives, compensation, and motivation, there are a couple of different views of how it should be applied within an organization. We will discuss The Social Role of Profit, Personal Profit and Losses, and the way Market-Based Management view how incentives, compensation, and motivation should be applied and the things that effectively drive employees’ actions while at work.

Being rewarded and recognised for their work or contribution is what keeps an employee motivated to work towards achieving the organisational as well as personal goals. When the employees is motivated by rewards, they will have job satisfaction consequently increasing the productivity of the organisation. It necessitates the need of managers to pay more attention in understanding their employees and come up with suitable types of reward systems for the organisation so that the employees are intrinsically and extrinsically motivated all the time. The hypotheses that I put forward here is to support this statement that effective reward management is critical to