CONCLUSION

Earlier blog posts have discussed in detail the aspect of building a high-performance workforce via employee motivation by justifying employee motivation’s effect on the organization’s performance. The blog has also discussed the drivers for employee motivation by emphasizing the need for employee motivation and its benefit to organizational performance. More importantly, exploring the best manner in applying the theories such as Maslow's Hierarchy of needs, Herzberg's 2-factor theory, Vrooms theory of expectation, McClelland’s tracheotomy of needs theory on the organization that I work for to enhance employee motivation, and thereby creating a highly motivated workforce. Below is a summary of all aspects discussed in previous posts,

There was a point where employees were considered as just another input into the production of goods and services. This way of thinking was changed through research, which found money does not solely motivate employees, and the behaviors of employees were linked to their attitude (Achim, Dragolea, and Balan, 2013).

For an organization to succeed employee motivation is a critical influencer and close attention needs to be given to factors that affect employee motivational levels (Güngör, 2011).

According to the theory developed by Maslow in 1943 on human motivation, five sets of goals were identified which can be named as physiological, security, social, self-esteem, and self-actualization (Alajmi and Alasousi, 2019).

According to Alrawahi et al., (2020) when one applies Hertzberg’s theory of motivation to explore job satisfaction among employees two types of motivating factors can be found which are,

01.          Satisfiers (Motivators) these are the main drivers of satisfaction, which include achievement, responsibility, recognition, and job enhancements. 

02.          Dissatisfies (Hygiene factors) are the main reason for job dissatisfaction. Work conditions, salaries, relationships with colleagues, supervisors, and administrative policies are included in this factor.

Victor Vroom’s theory of expectation developed in 1964 strives to predict and describe the task-related effort prolonged by a person. Expectancy, instrumentality, and valance are the three key terms in the theory (Baumhof, Decker, Röder, and Menrad, 2017).

According to McClelland's tracheotomy of needs theory, the three needs, need for affiliation, need for power, and need for achievement are what drive most people's conduct at work.

Concluding employee motivation is indeed a need to create a highly efficient and productive workforce. In general, motivation can be thought of as the preferred and selective component of certain behavior.

 

REFERENCE

Achim, M., Dragolea, L. and Balan, G., 2013. "The Importance Of Employee Motivation To Increase Organizational Performance ." Annales Universitatis Apulensis Series Oeconomica, 2(15), pp.685-691. [online] Available at: http://10.29302/oeconomica.2013.15.2.32 [Accessed 5 August 2022].

Alajmi, B. and Alasousi, H., 2019. Understanding and motivating academic library employees: theoretical implications. Library Management, 40(3/4), pp.203-214. [online] Available at: https://doi.org/10.1108/LM-10-2017-0111 [Accessed 7 August 2022].

Alrawahi, S., Sellgren, S., Altouby, S., Alwahaibi, N. and Brommels, M., 2020. The application of Herzberg's two-factor theory of motivation to job satisfaction in clinical laboratories in Omani hospitals. Heliyon, 6(9), p.e04829. [online]  Available at: https://doi.org/10.1016/j.heliyon.2020.e04829 [Accessed 11 August 2022].

Baumhof, R., Decker, T., Röder, H. and Menrad, K., 2017. An expectancy theory approach: What motivates and differentiates German house owners in the context of energy efficient refurbishment measures?. Energy and Buildings, 152, pp.483-491. [online]  Available at: https://doi.org/10.1016/j.enbuild.2017.07.035 [Accessed 11 August 2022].

Güngör, P. (2011). The relationship between reward management system and employee performance with the mediating role of motivation: A quantitative study on global banks. Procedia-Social and Behavioral Sciences, 24, 1510–1520.

Woodside, A., Megehee, C., Isaksson, L. and Ferguson, G., 2020. Consequences of national cultures and motivations on entrepreneurship, innovation, ethical behavior, and quality-of-life. Journal of Business & Industrial Marketing, 35(1), pp.40-60. [online] Available at: https://doi.org/10.1108/JBIM-10-2018-0290 [Accessed 26 August 2022].