Organisational Behaviour: Employee Motivation (Research Paper Sample)

Organisational Behaviour: Employee motivation
Contents
TOC \o "1-3" \h \z \u 1.Executive Summary PAGEREF _Toc415658455 \h 2
2.Introduction PAGEREF _Toc415658456 \h 3
3.Motivation: Background PAGEREF _Toc415658457 \h 5
3.1.Intrinsic Motivation PAGEREF _Toc415658458 \h 5
3.2.Extrinsic Motivation PAGEREF _Toc415658459 \h 6
4.Theories and Applications PAGEREF _Toc415658460 \h 6
5.Conclusion PAGEREF _Toc415658461 \h 10
6.References PAGEREF _Toc415658462 \h 11
1 Executive Summary
Employee motivation represents a critical component of organizational behavior since workers are an organization’s main assets, implying that their effective management will affect the overall outcome of the organization. In other words, organizational behavior comprises multiple structures that help determine its overall direction, among them employee motivation, which requires appropriate management for success. When managers assist employees to acquire a sense of connectedness, community, and belonging to the organization and its stated mission; they foster an incentive or stimuli for action towards the organization’s objectives. However, managers have recognized that no single model or theory comprehensively explains how they can apply motivation to effectively manage their human resources. Towards this end, this paper analyzes appropriate motivational theories that managers can apply to achieve effective HR management. Throughout the paper, several relevant illustrations and examples are utilized to augment critical perspectives.
2 Introduction
According to Hellriegel & Slocum (2010, p.45), organizational behavior describes the study of activity of structures (both individual and group) within an organization. Typically, managers utilize internal and external theories to draw a perspective of organizational behaviour. For instance, internal structures managers assess in order to align activities with organizational goals include employee productivity, absenteeism and turnover, sales targets, customer base, among others. Among the internal theories are those based on employee motivation, a concept that describes the conscious or subconscious stimuli or inner force that exerts impetus on individuals or organizations to work towards achieving their goals (Hadjiphanis, 2012, p.3). Managers who successfully apply foundational theories on employee motivation tend to accomplish the organization’s objectives.
The main significance of determining the contribution of employee motivation to people management in organizational behaviour is that it enlightens managers regarding the foundational concepts applicable in a pragmatic situation, as well as opening up the sphere for continuous research that can enhance it (Griffin & Moorhead, 2010, p.125). This will in turn contribute to organizational contexts where managers can not only steer employees to accomplish organizational goals, but also inspire them to attain their individual advancement, both personally and career-wise, while simultaneously improving organizational performance; the hallmark of effective people management. For any organization, motivation is significant since it determines and influences behavior. Essentially, motivation energizes, preserves, and controls employee behavior. Because of its significance at the workplace, numerous studies have been undertaken. A review of organizational behavior posits that primary research focus ought to on the behavior of individuals in the organizational settings as opposed to their affective reactions within those particular settings (Griffin & Moorhead, 2010, p. 69). Most studies have discussed individual behavior as per motivation theory, especially regarding the antecedents of goal acceptance, attributions, consequences of performance, and feedback. Towards this end, it is critical to assess the implications of the motivational framework for practitioners and researchers. This paper analyzes the role of motivation at the workplace, focusing on its significance on effective people management.
3 Motivation: Background
As outlined by Hartzell (2014, p.4), motivation can be either innate (intrinsic) or external (extrinsic). Motivation is a critical role of the management if the organization is to attain its objectives. Offering incentives to employees to not only accomplish their duties, but also ensure they are satisfied with the results, is an effective way of enhancing organizational behavior constructively. Those employees who recognize that they possess greater authority over their work lives tend to be more motivated to flourish within their organizational structures. For this reason, it is important to analyze the forms of motivation:
1 Intrinsic Motivation
This describes the stimuli that propel individuals from their inner selves, usually driven by personal enjoyment or interest in the work, to accomplish personal and career objectives. This motivation is not reliant on others. For instance, if an employee at ABC Steel Manufacturing Corporation completes an assignment that required great effort, he will feel pride and sense of accomplishment comprise significant reward. In fact, a renowned work motivation theorist, Frederick Herzberg, stated that intrinsic rewards are usually more robust than financial rewards, which managers ought to consider when managing human resources. Other rewards from intrinsic motivation include professional growth, personal achievement, and sense of pleasure (Beel, 2007, p.6). In illustration, Google Inc. assists employees with their intrinsic motivation through the following (Alkhayyal, 2011, p.14): 1) offering meaningful work; 2) permitting employees to make choices and decisions with a high degree of autonomy; 3) offering opportunities for employees to demonstrate their and competence expertise in diverse areas; providing opportunities for workers to reward themselves; 4) offering a means of monitoring employee progress, using milestones throughout the course, for instance, level of technology utilized in apps and other software creations; and 5) permit employees to interact with those they work with to acquire feedback.
2 Extrinsic Motivation
This describes an approach that requires stimuli or impetus beyond an individual (Beel, 2007, p.7). In the contemporary world, the most common form of extrinsic motivation is monetary remuneration (bonus, salary increase, stock options, commissions, and tips). Additionally, threats can be utilized as forms of motivation (negative motivation). For example, managers can issue warnings to employees who habitually show up late and fire them if they persist. However, effective managers realize that the adoption of positive motivation techniques can lead to more positive outcomes both for the individual and organization. For example, McDonald’s seeks to ensure the behavior of competitiveness (Lovewell-Tuck, 2013, p.2). To make employees attain and even surpass targets, the management regularly organizes reward ceremonies for employees whose sales have been outstanding.
4 Theories and Applications
To comprehend the above, it is critical to analyze various employee motivational models adopted by organizations to achieve effective people management. As per Herzberg’s Two-Factor Model, employees are influenced by two aspects: psychological growth and satisfaction (Miner, 2007, p.47). Essentially, Herzberg hypothesized that sources of job satisfaction or dissatisfaction influence the ultimate job motivation within any organization. From his background in mental health, he deemed that this state is not merely there to be obverse of mental illness; rather, it is a distinct process. To enhance and optimize employee motivation, managers ought to be aware of such sources. Here, job satisfaction and dissatisfaction are influenced by the following items
Motivation factorsPersonal growth opportunitiesPromotion opportunitiesAchievementRecognition Hygiene factorsRemunerationQuality of supervisionJob securityRelations with othersCompany policiesWorking conditionsHigh LowHigh LowJob SatisfactionJob Dissatisfaction
Source: Adapted from Miner (2007, p. 56)
Essentially, the theory desires to uncover individuals’ psychological needs in order to enhance their performance. While hygiene factors do not directly influence positive satisfaction, there can be dissatisfaction if thesre are absent (Green, 2009, p.56). On their part, motivators like recognition and challenging work present sources of positive satisfaction. In a pragmatic situation, managers have to design assignments that can motivate and enhance employees beyond merely meeting quotas. For instance, a study by Green (2009, p. 56) sought to design jobs for teleworkers based on the theory. The study established that unique needs of workers could be established by comparing those of ordinary teleworkers to those of on-site teleworkers. This gives managers a basis to influence motivational and hygiene factors. Another theory, Maslow’s Hierarchy of Needs, is based on the premise that individuals are naturally intrinsically inclined to meet various needs: 1) Basic- psychological, safety and security, love and belonging, and esteem; and 2) self-actualization needs- knowledge, beauty, and goodness (Borkowski, 2009, p.109). By acknowledging that employees require to feel loved and needed, a sense of belonging, and acceptance and approval by supervisors and peers, managers can exploit the situation to adopt effective HR management.
Figure SEQ Figure \* ARABIC 1: Maslow’s Model
Source: Borkowski (2009, p.109)
Typically, individuals seek to fulfill the "d-needs" or "deficiency needs" (the most fundamental ones), since their absence may make employees feel anxious and tense (Green, 2009, p.66). For this reason, an effective manager has to realize that these ...