Employee Motivation

As Huber (2006) explains, the concept of motivation comes from a Latin word called “movere” which has the meaning “to move”. Accordingly, Mayer (2011) further elaborates, motivation as a factor that comes within an employee and that results for target-oriented behavior.

Parashar (2016) proclaims that motivation is the driving force that makes the employees move forward by strengthening the willingness to work and inevitably it positively impacts on the organization’s effectiveness and competence as well. Thus, in this article, it considers on how the motivation proceed to enhance the performance of the employees in the education industry.

In the first section of the article, it will discuss why and how the employee asset will affect the organizational growth.

Parashar (2016) introduces some key factors which emphasize the importance of company’s work force as follows.

• Employees are committed to the organization.
• Employees are the main innovators of the organization. 
• Assets make things possible; employees make things happen.
• Employees are a sustainable competitive advantage.
• Employees are always a strength to an organization.

Thus, Parashar (2016) claims that organizations focus more on maintaining the motivation of the employees since they are the important asset of the organization as it mentioned above.  Furthermore, Parashar (2016) attests that maintaining employee motivation as a major problem face by organizations, but as an essential component that connects the employees and the organizational objectives which result to retain employees within the organization. Simultaneously, he emphasizes that motivation make the employee to be creative and innovative and go beyond limitations of a job. In fact, Reio and Callahon (2004) emphasize that higher employee motivation often results for active involvement and high productivity. Besides, Amabile (2001) asserts that indeed it is necessary to achieve their organizational goals for respective survival in this fast driven world.

Besides, Nohria et al. (2008) declares that a motivated workforce always results for a better corporate performance. The researcher further discloses that there are four basic emotional needs which guide people, and they are the product of common evolutionary heritage. Concurrently, these drives can be used to enhance the motivation of the employees. Figure 1.0 illustrates the four drives for motivation. 

Figure 1.0(The four drives for motivation)

(Nohria et al, 2008)

Nohria et al. (2008) introduce acquire as the first drive which explains that the employees acquire insufficient goods that strengthen their sense of well-being. Moreover, the researchers explain that the employees are content when the drive is fulfilled and discontent when it is not fulfilled. Furthermore, Nohria et al. (2008) claim that it is more visible through the reward management system. 

Yang (2008) explains about reward management system and that reward management system includes both extrinsic and intrinsic rewards. Financial rewards such as salary, bonus consider as the extrinsic rewards while intrinsic rewards involve with non-financial rewards like recognition, security, title, promotion, appreciation, praise, decision making involvement, flexible working hours, workplace comfort ability, feedback, work design, social rights. Nevertheless, Yazıcı (2008) attests that the effective performance of an organization and its reward management system directly affect for the morale and productivity of an employee. 

For instance, in an education institute such as the organization where I work, an annual award ceremony is organized for the academic staff in which “The best Lecturer of the year” is selected based on their performance and reviewing their Key Performance Indicators (KPI). Indeed, it is evident that it spontaneously motivates the employees to perform the tasks and be eligible for the reward.

As per the explanation of Nohria et al. (2008), the second drive at work is the bond through which enhances the motivation of the employees by enhancing mutual reliance and friendship among coworkers. Simultaneously, it leads to develop motivation within the employees by giving them the feeling of belonging to the organization and on the other hand, loss of morale when the organization betrays them. For instance, within the organization that I work, an annual outbound training session and knowledge sharing activities are organized with the intetsion of giving the employees the opportunity to meet colleagues from other branches and share each other’s experience and knowledge which result to make a bond among the coworkers. According to Oyitso and Olomukoro (2012), training sessions help to enhance job knowledge, higher worker confidence, efficiency, facilitates performing skills, and to develop faculty performance. Accordingly, all these factors lead to employee motivation and higher productivity. Thus, it is further proven by the claim of Meyer & Allen (1991) in which the scholars explain that by conducting training practices, it directly or indirectly influences in the employee motivations and for the commitment to the organization. 

The third drive factor of motivation can be identified as the drive to comprehend which is basically improves via the job and organizational structure. Nohria et al. (2008) claims that it is necessary for the organizations to have various job roles within the organization and ensure employees with challenges and responsibilities through which they get the opportunity and experience to grow. For instance, the organization which I work provide opportunities to the academic staff to grow themselves even from the very basic level to the highest level that an individual can reach with utmost potentials and capacities. For an individual who starts the career as an instructor has the opportunity to reach the level of a professor by achieving the relevant academic qualification as well as experience. Indeed, the career development path is clearly shown and guided them towards the success. Furthermore, based on their soft skills, hard skills and performance, rewards can be awarded as extra benefits.

According to Nohria et al. (2008), drive to defend is the fourth drive, and it leads the employees to feel secure and confident. In fact, without this drive, employees will develop and show negative traits like fear and resentment. Thus, as it is explained by Nohria et al. (2008), this drive explains employees’ resistance to change, and the devastation that the employee must undergo when experiencing a merger or acquisition. For instance, my working place has a good reputation and standard framework which result for the employees to have a clear idea about the transparency of their work and the reward system.

Referencing 

Amabile, T. M. (1993) Motivational Synergy: toward new conceptualizations of intrinsic and extrinsic motivation in the workplace. Human Resource Management Review, 3(3), 185-201.

Huber, D. L. (2006) Leadership and nursing care management (3rd ed.). Philadelphia: Saunders Elsevier.

Mayer, R. E. (2011) Towards a science of motivated learning in technology-supported environments. Educational Technology Research and Development, 59(2), 301-30.

Meyer, J. & Allen, N. (1991) “A three component conceptualization of organizational commitment”, Human Resource Management Review,1(1), 61-90.

Nohria, N., Groysberg, B. & Lee, L. (2008) Employee motivation: A powerful new model. Harvard Business Review, 86(7/8), 78–83.

Oyitso, M. & Olomukoro, C.O. (2012) Enhancing Women’s Development through Literacy Education in Nigeria, Review of European Studies, 4(4), 66-76.

Parashar, B. K. (2016) Significance of Theory Z in Indian Scenario. International Journal of Management and Social Sciences Research, 5(2), 8-16.

Reio, G.T. & Callahon, J.L. (2004) Affect, Curiosity, and Socialization-related Learning; A path analysis of antecedents to job performance. Journal of Business and Psychology, 19, 3-22.

Yang, H. (2008) Efficiency Wages and Subjective Performance Pay. Economic Inquiry, 46(2), 179–196.

Yazıcı, N. K. (2008) The Effect of Reward System Applications on Employee Performance in Service Sector. Master’s Thesis, Institute of Social Sciences, Marmara University.