Employee Motivation

  Job design for Motivation To increase the motivation of employees, three types of job designs can be recommended as follows:  Job enlargement  Job enrichment  Job rotation Job enlargement means that expansion of the content of the existing job of a worker including novel responsibilities and tasks. Furthermore, job enlargement is increased the number of operations in which a worker is involved and this is a horizontal expansion of the job. So, job enlargement uses to enhance the scope in nature of a particular job but not in a qualitative and at the same level. The second job design of job enrichment is an action to develop highest challenge and responsibility into a job. This is relied upon the theory which satisfaction of employee and interest is a function of the job content. Thereby, this is a vertical expansion of a job. Under the psychological states and personal and work outcomes, advantages of job enrichment can be divided. Meaningfulness, responsibility for the result

Expectancy theory Figure 5 (Adopted from Expectancy theory, 1964) Most largely accepted valid theory is expectancy theory which was introduced by Victor Vroom. He suggested that, once an employee is motivated when he or she exerts a high level of effort when that employee believe following three criteria from the practical view (Armstrong, 2009):  That effort will be guided towards better performance  Better performance will be led towards organizational rewards like bonus, salary incremental and promotion and  Those rewards will be satisfied employee’s personal goals Based on given information, theory focuses on three relationships of:  Effort to performance  Performance to rewards and  Rewards to personal goals How to motivate people To motivate the employees, at first leaders and managers should motivate themselves with a dream or vision. Motivated employees and demotivated employees should be defined separately while treating each employee as an individual. Reali

Alderfer’s ERG Theory Figure 4 (Adopted from ERG Theory, 1978) Rework of Maslow’s hierarchy of needs theory was initiated by Clayton Alderfer as ERG theory. He argued that three types of core needs such as existence (E), relatedness (R) and growth (G). Maslow’s physiological and safety needs categorized into existence group by this theory as basic material existence requirements.. Social need and esteem need categorized into relatedness group as a desire to maintain vital interpersonal relationships. Growth group is consisted of esteem and self-actualization need of Maslow’s theory as intrinsic desire for personal development. Contrasting to Maslow, ERG theory argued that: i. More than one need might be acting at the similar time and ii. If there is a blocked gratification need, preference to satisfy a low level of needs is increased Because, theory highlights those individual differences among employees and education, family background and cultural factors of a worker can be changed

  Herzberg’s two factor theory Figure 3 (Adopted from Herzberg’s two-factor theory, 1968) Psychologist Frederick Herzberg was found this motivation-hygiene theory also called as two-factor theory. He investigated the question of ‘what employees want from their jobs?’. According to his theory, achievement, recognition, work itself, responsibility, advancement and growth can be seen as intrinsic factors which related to job satisfaction of an employee (Neckermann & Kosfeld, 2008). Once employees feel job dissatisfaction, extrinsic factors are appeared such as company policy and administration, supervision, salary, interpersonal relations and working conditions. Theory argued that, opposite side of the satisfaction is not dissatisfaction while rejecting the traditional believe (Scott, et al., 2006). This is because, eliminating dissatisfying facts from a job does not mean that deliverance of job satisfaction. Dual continuum is a result of this and he mentioned that opposite of satisf

  A good knowledge of 4 Theories Need theories and Process theories are the main two parts of motivational theories. Need theories or content theories explain that the types of needs which motivate employees. Process theories supports us understand the real ways in which we and others can be motivated (Abbah, 2014) . Maslow’s hierarchy of needs, Alderfer’s ERG Theory, Herzberg’s two factor theory and McClelland’s theory of needs are categorized into need theories. Process theories consist of Expectancy theory, Goal-setting theory and Equity theory. Among them, Maslow’s hierarchy of needs, Herzberg’s two factor theory, Alderfer’s ERG Theory and Expectancy theory are discussed. Maslow’s hierarchy of needs Figure 2 (Adopted from Maslow's Hierarchy of Needs, 1954) Probably, it is secure to validate that highly well-known motivational theory as Maslow’s need hierarchy theory. Within five of hierarchical needs, each and every person is existing in the world. Those are physiological, saf

Objectives, Importance and Basic Principles of Motivation There is main three objectives of employee motivation: i. To invigorate employees towards defined results, goals or outcomes ii. To allow employees to accomplish more than mediocre or agreeable performance levels and iii.To grasp the higher future of individuals Based on those three objectives of employee motivation, basic three principles are drafted as follows: i. All employees are motivated ii. Employees do things for their reasons and iii.Organization cannot motivate employees by force- organization has to perform in a manner for them to be motivated (Ali & Ahmed, 2009) Once, organization is removed demotivated employees within their firm, labor turnover, late attendance and absenteeism, interpersonal conflicts and industrial disputes have been reduced while increasing productivity and increase in quality of work output. All these results will have been made some important advantages to both empl

       Motivational Framework                           Figure 1 (Adopted from Griffin & Moorhead, 2007) Motivational framework is one of important components in the employee motivation which covers six fundamentals of unsatisfied need, search for need satisfaction, need-oriented behavior, performance, rewards or punishments and evaluation. In simply, this framework converts a demotivated worker into motivated one. Motivational framework starts with a need which is created by a deficiency of a need of a worker. For example, employee may feel that need for more demanding job, for highest salary and remuneration, for time-off and for the recognition and appreciation of senior-level and peers, these desires have been made a preferred satisfaction level of that employee and to pursue a specific course of action. It means that, employee might choose course of action outcomes in the predicted result and rewards, that employee is preferring to be more motivated by the delve of an equal re