Professional Documents
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Employee Motivation Project Report
Employee Motivation Project Report
1.1: Introduction:-
People have many needs that are continuously competing one with another. Each
person has a different mixture and strength of needs, as some people are driven by
achievement while others are focusing on security. If the managers are able to
understand, predict and control employee behaviour, they should also know what the
employees want from their jobs. Therefore, it is essential for a manager to understand
what really motives employees, without making just an assumption. Asking an
employee how he feels about a particular situation does not provide an accurate
evaluation of his needs, as the interpretation could distort the reality itself. The closer
one gets his perception to a given reality, the higher is the possibility to influence that
specific realty. Thus, managers can increase their effectiveness by getting a better
grasp on the real needs of the employees.
Motivation is derived from the Latin word, “movers” which literally means
movement. All the definitions that you would read in books or in dictionary relate to
the fact that motivation is behaviour and one needs to channelize this behaviour in
order to achieve desired goals and results.
Walker (1980) stated that there is poor relationship between job satisfaction and
performance output. Highly satisfied employees can be poor motivates whereas
highly dissatisfied workers can be good performers. Several variables affect the
relationship between job performance and job satisfaction although no direct causal
between these have been identified. Walker thinks it is useful to view motivation as
summary factor because motivation has impact between employee job satisfaction and
job performance. While Campbell and Pritchard defined motivation as “determinants
of the choice to initiate effort on the given task the choice to expend a certain amount
of effort, and the choice to persist in expending effort over a period of time”.
Therefore motivation is influenced by individual behaviour, skills, abilities,
knowledge and management.
But Spector (2003) states the internal state of motivation that person can engage in
particular behaviours and that motivation can be viewed from two angles. On the one
hand motivation encompasses direction in which we select particular behaviour from
choice of behaviours referring to the amount of effort and intensity that the employee
put into a task. The other angle is desire to achieve the certain goal which drives from
individual own desires and needs. Petri (1996) also regarded motivation as internal
state and explain differences in the intensity of behaviour and explain why in one
situation behaviour is occurring and in another situation they are not occurring. The
motivation is useful to increase understanding and prediction of behaviour.
1.2: Definitions:-
According to Robert Dubin, “Motivation is the complex forces starting and keeping a
person at work in an organisation. Motivation is something which moves the person to
action and continues him in the course of action already initiated.”
Other Definitions:
The most contentious problem of the modern society, especially in the tough business
environments is providing jobs to able workers. Once this problem is resolved, the
responsibility shifts towards the management of a business organization for now it
becomes its duty to keep its employees motivated in order to perform effectively over
a long period of time.
Motivating is in itself a challenge and keeping people motivated a bigger one most
people suggests that employee motivation is one of the most important and critical
function to be performed by the managers due to need for increasing productivity and
utilizing the resources in the most optimum fashion. The simplest terms in which
motivation can be defined is the stimulation of people’s needs, wants and desires and
lead them into action and converting those unfulfilled expectations by providing the
right channel.
This is the backdrop against which I propose to carry out a research to deduce the
dimensions of relationship between motivation and performance, particularly
emphasizing on which factors are most effective in promoting the motivation of
employees in an organization.
Every profit generating business organization has the ultimate goal of making more
business and hence the profit. The improved business of the organization is largely
dependent on the performance of the employees. Irrespective of the nature of the
business, the employees are the very vital resources and they are the valuable assets
for the organization. Only with the efficiency of the human resource in the
organization a business can become successful (David, 2013). However, this
efficiency of the employees has various dependencies and such dependencies have to
be carefully managed by the management of the organization thereby maximizing the
efficiency and hence the profit of the business.
On increasing the performance of the employees, the management may take various
measures and increasing their motivation for doing a better job is one of such
important measure in the business world. According to Atchison (2003), while the
employees are motivated by one or more needs, the role of the management is to
identify the most appropriate need of the employees and provide them with those
needs, which will eventually encourage the employees for the higher performance.
There is a close connection between the employee’s performance and the motivation
provided to them. These two are going hand in hand in most of the cases. The
research is mainly aimed towards understanding the various theories connected to the
motivation and its impact on the performance of the employees.
In the context of the small business, the motivation for employees is very essential as
it is likely to have a larger impact on the employees’ performance. However, similar
concept can be extended to the larger but private sector companies as well.
According to a survey conducted by PWC in 2012, in the GCC region, more than
80% of the business is either owned by the family business or controlled by the family
entrepreneurs. It implies that motivation for the employees plays a vital role in
inducing their performance. According to (Herzberg, 2003), the motivational factors
can be easily understood by these particular groups of business families and hence
they can be followed effectively towards the development of the business
performances.
There is a limitation in the study whereby the real motivation level and the
employees’ satisfaction cannot be measured. While employees’ performance can be
measured, it is hard to scientifically link it to the motivation given to the employees,
just because the motivation is a subjective feeling within the employee which cannot
be measured. There are various factors for an employee to be motivated and show
increased performance. The motivational factor can also be irrelevant to the leaders’
approach and the organizational factors, but related to the individual commitment and
carrier focus. In addition to that, the level of the motivation is also not a factor that
could be easily identified and measured. Since this factor is subjective, and they can
only be made as a comparative concept and not an objective matter, it is hard to
measure this level and link it to the motivational abilities of the leaders in the
organization.
After the questionnaire survey and interview with the identified respondents, there
will be no guarantee to ensure that the respondents will be providing the right
responses for the questions asked in regard to the research. Their responses will be a
key factor; however, the respondents may or may not give their opinion with sincere
motive and hence there could be an inadequate data collected which may or may not
be in line with the expectations of the secondary data that would be collected from the
literature reviews of the research. In spite of that possible inconsistency, the opinion
of the respondents will be the key factor in measuring the relationship and
effectiveness which is a main problem in this research study.
1.5: Significance of the Research:-
In the field of human resource management, the importance of motivation and the
impact of motivation on the employees’ performance is always considered as a critical
topic. In this study the same impact is analysed with reference to the employees
working in the organisation. The concept of motivation has been analysed in various
angles as per the motivational theories explained by various experts in the field of
human resource management. Also the performance and its reactive behaviour for the
motivational theories has been explained and analysed based on the explanations
provided by (Murphy, 2009. Based on these references and framework, the need for
the motivations on the employees as a management tool is also identified and
explained in detail. Since the research is concentrating on the organisation employees
and the motivational habits of the mangers in the organizations’ need for the
improved performance for competition with the market is also highlighted in this
study. Thus this study gains importance from the perspective of both employees and
management of the organisation.
1.6: Aims and Objectives:-
The aim of the study is to find if there is a connection between the motivation and
employees’ performance in particular reference to the employees working in the
organisation.
Fredrick Winslow Taylor (1856-1917) said that employees are mainly motivated by
pay. His theory argued that workers need supervision because naturally they do not
enjoy work therefore manager should break their work in small tasks and training and
tools so they work efficiently on given task. They are than paid according to number
of items they produced in a set period of time-price-rate pay. This will motivate them
to work hard and maximise their productivity. Taylor method work well and different
organization adopted this method to increase productivity level and lower unit cost.
The most notably advocate was Henry Ford who used them to design the first ever
production line, making Ford cars. This was the start of the era of mass production.
Taylor theory has close links with autocratic management styles and Macgregor
theory X approach. Taylor theory failed soon as workers became bore on repetitive
tasks and they were treated like human machines.
Elton Mayo than gave better theory he said workers are not only motivated with
money by they could be better motivated if we met their social needs whilst at work.
Taylor ignored these second points which cause adverse effect on his theory. He also
conducted an experiment on two groups and examines the effect on their productivity
levels of changing factors such as working condition. From Mayo theory we can
conclude that employees are best by better communication between them and
managers. Employees are also motivated by involvement of managers in their
working lives. They are also motivated when they work in a team. Therefore
Sainsbury should use team working and introduce personal department to involve
managers to look employees to motivate them the increase the production.
Maslow in (1943) gave hierarchy of human needs based on two groupings: deficiency
needs and growth needs. Within the deficiency needs, each lower need must be met
before moving to the next higher level. According to Maslow employees have five
levels of need physiological, safety, social, ego, and self- actualizing. Once each of
these needs has been satisfied, if at some future time a deficiency is detected, the
individual will act to remove the deficiency.
In this theory the physiological needs include homeostasis such as need for oxygen
satisfaction of thirst and hanger. It also includes sleep and sexual desire. The safety
needs include security and safety. It covers security in all aspects of life. It also
includes security of family, property and morals. The affection, sense of belonging,
social activities, friendships, and both the giving and receiving of love are love needs
in Maslow theory. The esteem needs are both self-respect and the esteem of others.
Self-respect covers the strength independence and freedom and achievement. While
esteem of others include status, reputation, appreciation and attention. The self-
actualization needs include the realization of potential of an individual. In this need
we consider what is the potential of humans and what are they capable of becoming.
These needs may vary widely from one individual to another. Maslow conceived a
human being developing five groups of needs, in sequence, from one to five.
The survival needs start at birth. During childhood everyone aware all groups of
needs. If a manager wants to motivate his employees he should satisfy all five needs.
In Maslow theory once we achieved lower level needs like physiological and safety
levels others does not provide same level of motivation. There are problems in
Maslow theory relating to work situation. The higher level needs do not satisfy their
needs because of work situation. It is the responsibilities of managers to understand
their needs in private and social life not just their attitude at work. There is no time
frame in Maslow theory when the satisfaction of lower level needs and emergence of
higher level needs. Even the people within the same level of hierarchy there have
different motivation factors. There are lots of ways in which people seek satisfaction
for example their esteem needs.
As I have already pointed out, needs such as esteem and self-actualization are more
important for people as they develop. Fredrick Herzberg the friend of Maslow
introduced two factor theory of motivation. He believed that there are certain factors
that business can introduce which will directly motivate employees and work hard to
increase productivity. He named such factors motivation and hygiene Motivator or
intrinsic factors, such as achievement and recognition, produce job satisfaction. He
said there are others factors which will not motivate them or they will not work hard.
He named such factors hygiene factors. Hygiene or extrinsic factors, such as pay and
job security, produce job dissatisfaction.
According to Herzberg all these factors must present in any job because their absence
will give dissatisfaction and decrease productivity and lead to strike in organization.
Their presence will yield average productivity but not necessarily above the average.
The challenge is that their presence does not motivate in a special way. Herzberg
referred this group as dissatisfies. However second group existence will yield
satisfaction and this include achievement, recognition, advancement and growth in
job. According to Herzberg only way to motivate employee is through job enrichment
Alderfer produced a modified need hierarchy theory and converts Maslow five levels
of needs into three levels. Alderfer model of need is called ERG model.
Like Maslow Alderfer also suggest that we should move from lower level needs to
upper level needs. Maslow says that we should not move to the next level needs until
we have not satisfied that need whereas Alderfer suggests that needs are more a
continuum than hierarchical levels. At the same time more than one need may also be
activated. For example if we are unable to satisfy the growth needs in the individual
than relatedness needs may reassume most importance.
These studies showed mixed results. In the proposition where the existence needs are
less satisfied they will get constant support from all six samples. However the
proposition in which existence needs are satisfied desire for relatedness needs was not
supported in any of the six samples. Unlike Maslow the result of Alderfer work gave
the new idea that we do not need to satisfied the lower level needs before a higher
level need emerges as a motivating influence. However the results of Alderfer theory
do support the idea that there is decrease in the strength in lower level needs as they
become satisfied.
Murray model of motivation is known as manifest need theory the early work of
Murray and its colleges at Harvard Psychological Clinic during the 1930s identified
this model. Murray said that motivation is linked with the understanding of human
behaviour. A need he says is a predisposition to behave in a certain way under certain
condition. A need is identified with goal. In the Murray motivation theory the
understanding of human behaviour is essential. Murray identified two types of needs.
These are viscera-genic needs and psychogenic needs. Viscera-genic needs are
concerned with the physical condition of the body e.g. food while according to
Murray there are 27 psychogenic needs and divided them into five classes namely
Ambition, Defence of Status, Response to Human Power, Affection and Exchange of
Information.
In 1938 after several years of clinical observations Murray wrote his classic’
Explorations in Personality’ in which he argued that we should classified individual
according to the strengths of various personalities need variables. These needs will
give motivation force both in term of intensity and direction of goal directed
behaviour.
Murray stated that analysis of such needs was a hypothetical process and occurrence
of this process is imagined to account for certain subjective facts and objective (1938,
p.54).
Murray said that needs should be viewed mostly learned behaviour rather than innate
tendencies which were activated by cues from the external environment. According to
Murray each need has two factors. These factors are qualitative and quantitative. The
qualitative component represents the object toward which the motive is directed and
quantitative represents the strength of motive toward the object.
Porter and Lawler have developed Vroom expectancy theory. They not only consider
motivational force in their model but they also consider the performance in their
model. They said that the motivational force does not lead directly to performance the
individual abilities and traits are also lead to performance. They also introduce
rewards as a motivational force. Porter and Lawler see performance, satisfaction and
motivation as separate variables and they try to explain the complex relationship
among these variables.
During 1960, Douglas McGregor has formulated the X-Y Theory of human needs
which is developed based on the motivational concepts (Michael P. Bobic, William
Eric Davis, 2003). This theory was developed based on the factor that there are some
employees willing to work either by their own motivation or by the motivation
induced from the managers, and based on the employees who are not ready to do any
work, and who are not completely motivated by anything whatsoever.
Bobic & Davis (2003) also believed that according to McGregor theory most of the
organizations following this concept only in managing the motivations of employees
in the organization. McGregor based his theory on the hierarchy of needs developed
by Maslow and built the argument around the needs of the employees. The Theory X
based on three premises.
Another theory was developed by Douglas McGregor which includes two approaches
of the human being’s behaviour at workplace. Theory X which represents people who
do not like to work and try to avoid it as much as they can. They characterized by
laziness, hate taking any responsibilities and looking at job security where the
management is facing a challenge to motivate this type of employees and keep them
on the right track. On the other hand, theory Y represents people who do like to come
to work, put efforts toward it and take responsibility. Employees under theory Y need
to work in a healthy and motivated environment and this is the challenge that the
management might face and resolve (Robbins & Judge, 2012).
Afzalur (2010) identified the importance of the other driver in the McClelland theory
of motivation, which is the affiliation. The employees will be motivated with the
feeling of belonging to a group and that will have their motivation pumped up. Being
part of a group will motivate the employees to do better things so that they will be
identified in the group and expects to be liked by other members of the group. This
factor also helps to work in collaboration while there comes a competition and hence
the employees will be motivated. The team work will help the employees to
encourage the other so that they will be working towards a positive outcome and
achieving the organizational goal.
Similar way, the power is another driver that is encouraging the employees to be
motivated naturally. According to David Pardey (2007) the employees will be
motivated to gain power in the organization so that this power can help them to
control and influence others in the organization. The motivation is induced with an
aim of having more power which can help the employees to win the arguments with
others and hence people work hard to get the power. While the employees are having
power, they also enjoy the competition with others and they gain recognition among
the others in the organization. Due to this nature, the employees are motivated for
getting power in the organization.
Ross (1992) tested the effectiveness of these drivers identified by McClelland in the
motivational theory with the help of a questionnaire. This test was conducted within
the hospitality industry in Australia and it was found that the employees are highly
motivated by these drivers towards achieving excellence in their workplace, and get
recognized by the others as well as by the management in the organization. A similar
study was conducted by Ross (1997) in the tourism industry to identify the
effectiveness of the three drivers identified by McClelland’s theory of needs.
According to this study, Ross (1997) argued that the employees are motivated with
the need of power which is linked to the individual’s need to gain more power in the
organization.
Another test done by Ross (1997) on identifying the effectiveness of the drivers for
the McClelland’s theory of motivation on the 237 backpackers in Australia found that
the need for power and the need for achievement are the two powerful motivators that
will be enhancing the urge of the employees to achieve the organizational goals.
Employees want to earn reasonable salaries, as money represents the most important
incentive, when speaking of its influential value (Sara et al, 2004). Financial rewards
have the capacity to maintain and motivate individuals towards higher performance,
especially workers from production companies, as individual may use the money to
satisfy their needs. Therefore, pay has a significant impact in establishing employees’
diligence and commitment, being a key motivator for employees. Nevertheless,
studies have shown that pay does not boost productivity on the long term and money
does not improve performance significantly (Whitley, 2002). Moreover, focusing only
on this aspect might deteriorate employees’ attitude, as they might pursue only
financial gains. Fortunately, there are other non-financial factors that have a positive
influence on motivation, such as rewards, social recognition and performance
feedbacks.
Numerous researches have also pointed out that rewards lead to job satisfaction,
which in turn influence directive and positively the performance of the employees.
Moreover, rewards are one of the most efficient tools of management when trying to
influence individual or group behaviour, as to improve organization’s effectiveness.
The vast majority of companies use pay, promotion, bonuses and other types of
rewards to motivate employees and to increase their performance. In order to use
salary as a motivator, managers have to develop salary structures, according to the
importance of each job, individual performance and special allowances.
Employees can also be motivated through proper leadership, as leadership is all about
getting thing done the right way. In order to achieve these goals, the leader should
gain the employees’ trust and make them follow him. Nevertheless, in order to make
them trust him and complete their tasks properly for the organization, the employees
should be motivated (Justin Louis Baldoni, 2005). The leaders and the employees help
one another to attain high levels of morality and motivation.
Trust represents the perception of one individual about others and his willingness to
act based on a speech or to comply with a decision. Therefore, trust is an important
factor for an organization that wants to be successful, as it has the ability to enhance
employees’ motivation and foster interpersonal communication.
There are two types of motivation, intrinsic and extrinsic. An organization needs to
understand for a fact that not employees are clones, they are individuals with different
traits. Thus effectively, motivating your employees will need to acquire a deeper
understanding of the different types and ways of motivation.
With this understanding, you will be able to categorize your employees better and
apply the right type of motivation to increase the level of employee engagement and
satisfaction. Some employees respond better to intrinsic motivation while others may
respond better to extrinsic motivation.
A. Intrinsic motivation:
A definition of intrinsic motivation is:
“Intrinsic motivation refers to the desire to seek, of one’s own will, tasks and
challenges, to expand and train one’s abilities, to explore and learn, without the needs
of external reward.”
Intrinsic motivation means that an individual is motivated from within. He/she has the
desire to perform well at the workplace because the results are in accordance with
his/her belief system.
Research has shown that praise increases intrinsic motivation, so does positive
feedback. But it should all be done in moderation. If you overdo any of these, there
are high chances that the individual loses motivation.
It is well observed in children and I am using this as an example here if children are
overpraised for the little things they are expected to do on a daily basis, their
motivation level decreases. Now if you are reading this blog, there are good chances
you are not a child, although we encourage children to read good content, the purpose
of writing this blog is to still focus on adults.
Everyone’s different and that includes what motivates us and our perspectives of
rewards. Some people are more intrinsically motivated by a task while another
person sees the same activity extrinsically.
Both can be effective, but research suggests that extrinsic rewards should be used
sparingly because of the over justification effect. Extrinsic rewards can undermine
intrinsic motivation when used in certain situations or used too often. The rewards
may lose their value when you reward behaviour that was already intrinsically
motivating. Some people also perceive extrinsic reinforcement as coercion or
bribery.
The over justification effect has inspired an entire field of study that focuses on
students and how to help them reach their full potential. Though experts are
divided on whether extrinsic rewards have a beneficial or negative effect on
intrinsic motivation, a recent study showed that rewards may actually encourage
intrinsic motivation when given early in a task.
Researchers examined how reward timing influenced intrinsic motivation. They
found that giving an immediate bonus for working on a task, rather than waiting
until the task was completed, increased interest and enjoyment in it. Getting an
earlier bonus increased motivation and persistence in the activity that continued
even after the award was removed.
“Extrinsic motivation refers to the behaviour of individuals to perform tasks and learn
new skills because of external rewards or avoidance of punishment.”
Research says extrinsic rewards can sometimes promote the willingness in a person to
learn a new skillset. Rewards like bonuses, perks, awards, etc. can motivate people or
provide tangible feedback.
But you need to be careful with extrinsic rewards too! Too much of anything can be
harmful and as a manager or a supervisor, you need to be clear to what extent are you
going to motivate your employees to accomplish organizational goals.
Most people have at some time been cajoled into doing something, and most have
done things for a reward. What is involved in these situations is extrinsic
motivation. Conventional psychological theory holds that people have their own
interior, or intrinsic motivations, such as love, happiness and self-worth. But they
are also motivated by factors outside themselves that for either positive or
negative reasons may cause them to take action. Businesses use many forms of
extrinsic motivation.
2.1: Introduction:-
Literature review of this document explores various previous research documents and
academic resources in regard to the research topic. Employee motivation and
Employee performance are very important topics in the field of Human Resource
Management and hence various studies have been conducted on these two topics. The
literature review will give more insight into these topics. The main objective of this
dissertation is to analyse the relationship between the employee motivation and the
performance. In this part of the research document, all the components related to the
motivation and the employees’ performance will be discussed; the impact of one on
the other will also be discussed in this literature review section.
The literature review section is structure in such a way that the concept of employee
motivation is discussed first, and then the importance of the performance of the
employees is discussed next; lastly the relationship between the employee’s
motivation and their performance will be discussed. The effect of the employee’s
motivation for the performance will be the key point discussed in the literature
review.
The literature review is very important to substantiate the data analysis of the research
in the later stage of this dissertation. The real-world data will be collected in the later
part of the dissertation and the analysis from the data so collected will be supported
by the literature review. The literature review is also justifying the importance of the
topic that is selected and reason for conducting such a research. On understanding
various theoretical framework on the research topic will help the researcher to
develop the methodology appropriately. The methodology adopted for the research
and research analysis questionnaire are largely dependent on the literature reviews
collected in the research.
2.2: Motivation:-
The word “motivation” was first time used by P.T. Young’s in his book “Motivation
and Behaviour”. According to Robbins, motivation is “the willingness to exert high
levels of effort towards organizational goals, conditioned by the effort’s ability to
satisfy some individual need”.
Employee motivation depends on many intrinsic and extrinsic factors like, interesting
work, job appreciation, satisfaction, stress, job security, promotion and growth,
rewards, work environment, punishment and recognition etcetera (Palaniammal,
2013). The main aim of these factors is to create an environment where people ready
to work with initiative, interest and enthusiasm, with a high personal and group
satisfaction, with the sense of responsibility and confidence to achieve their personal
as well as organizational goals (Palaniammal, 2013).
Intrinsic and extrinsic motivation factors have been under discussion for long time.
According to Locke (1969), more than 3300 articles have been written on this subject.
A survey conducted from sales and banking employees showed that, monetary
rewards (i.e. Good Wages) were the preferred factor for motivation in banking and
sales employment. In 1980, 1986 1992, 2000 and 2015 studies were conducted on
employee motivation. Employees ranked monetary reward at first place, followed by
job security and promotion and growth. A survey on American workers examined 16
aspects of worker motivation, respondents chose interesting work, and enjoying an
opportunity to learn new skills (Spector, 1997). Another study investigated the
importance of job security in organization by selecting a sample of 104 employees
from the central personnel office of a large state agency. Job security was found as an
important factor related to both intrinsic as well as extrinsic motivation and so on.
Different researchers used different intrinsic and extrinsic factors to check employee
motivation in banking sector. After investigating different motivational factors, we
came that four intrinsic (such as: interesting work, job appreciation, job satisfaction,
stress) and four extrinsic factors (job security, promotion & growth, good wages,
recognition) will be consider for this study. These factors are taken on the basis of
Maslow’s Need theory, Alderfer ERG theory, Herzberg’s two factor theory, Four-
Drive Theory and Expectancy theory.
Intrinsic Motivation: Employees have intrinsic motivation, they search for the
enjoyment, interest, satisfaction of curiosity, self-expression, or personal challenge in
the work. Deci and Ryan (1985) argue that the main focus of intrinsic motivation is on
the performance of employee task process only. Amabile (1993) disagree with this
statement and suggested that “intrinsic motivation is completely compatible with
certain kinds of product focus”. For this study we listed four intrinsic factors i.e.
interesting work, job appreciation, satisfaction and stress:
Interesting work is a term that explains the experience of employees who are
passionate about and energized by their work, know the meaning and the purpose in
their jobs, sure that they can express themselves completely at job and feel connected
to those with whom they work and elaborate. It has physiological positive effect,
since there is a belief that one’s work makes a contribution, a sense of connection to
others and a common purpose, a sense of perfection and transcendence”.
Job Satisfaction can be defined like feeling that reflects whether employee needs
are or not fulfilled by the individual job. Organization should organize, arrange and
manage job to satisfy workers.
Good Wages can be defined as “the monetary compensation to employee who gets
for the offering his or her services to a company” (Authors).
Promotion and Growth can be described generally like “an employee who has
demonstrated exceptional performance or has developed the appropriate skills and
knowledge that needs to take on the higher job responsibility”.
Recognition can be defined as “it is the organizational rewards that is given to
employee cause of desire attitude. It can be greeting, approval, appreciation, financial
reward etc.” (Authors).
Bartol and Martin (1998) consider motivation a powerful tool that reinforces
behaviour and triggers the tendency to continue. In other words, motivation is an
internal drive to satisfy an unsatisfied need and to achieve a certain goal. It is also a
procedure that begins through a physiological or psychological need that stimulates a
performance set by an objective.
On the other hand, Mary (1996) explains organizational effectiveness as the extent to
which an organization fulfils its objectives, by using certain resources and without
placing strain on its members. The goal model defines organizational effectiveness
referring to the extent to which an organization attains its objectives, while the system
resource model defines it in terms of the bargaining power of the organization and its
ability to exploit the environment when acquiring valuable resources.
Job performance refers to how well someone performs at his or her work. Job
performance has been defined as work performance in terms of quality and quality
expected from each employee (Khan et al., 2009). Oluseyi and Ayo (2009) argued
that job performance is related to the willingness and openness to try and achieve new
aspects of the job which in turn will bring about an increase in the individual’s
productivity. Job performance can be defined as “all the behaviours employees
engage in while at work”. A good employee performance is necessary for the
organization, since an organization’s success is dependent upon the employee’s
creativity, innovation and commitment.
Chaudhary and Sharma (2012) think that motivated employees are more productive
than non-motivated employees. If employee is satisfied and happy, then he/she will do
his/her work in the best amazing manner. The result will be positive and will motivate
other employees in office. In order to increase work effectiveness and performance, it
is important to address a number of issues, including increasing motivation among
employees, making them feel satisfied with their job and increase their-job related
wellbeing in general.
There are the effective ways how to manage organizations, develop and stimulate
their employees to let organizations perform well (Patterson, M.G. et al (1998)). HR
management has a significant impact on performance, so employees work in a certain
way or behave in a way that can lead to reach the organization goals. Employees are
performing different jobs in an organization according to the nature of the
organization. Mostly employee perform tasks like production, storage, manufacturing,
transportation, marketing, purchasing, distribution, promotion of business, finance
and accounting, HR, research and public relation. It’s should be performed by the
employees in the better after that they can give their best output at the job. It will be a
great impact on the total production, sales, profit, progress and market position of the
company in the market.
2.4: Measuring Job Performance:-
We already argued that managers need to motivate employees to perform better in the
firm, (Ramlall2008). However, it is only later research that succeeded in establishing
a positive correlation between employee motivation and job performance. In this
study, relationship between employee motivation and performance will be explained.
After that, it will be described how employees can be intrinsically or extrinsically
motivated to perform well.
Chapter 3: Research Methodology:-
3.1: Introduction:-