Why Employee Motivation is important ?

 Employee motivation can be defined as the levels of commitment, energy and strengths that the employees put into the business in concern of executing the functions of the job (Shahzadi, 2014). As employees are critical factor to the organizational success, it is required to take the best outcome of employees by the way of motivation resulting a sustainable competitive advantage (Jonas, n.d.). Following factors can be identified as the importance of employee motivation.

1.     High job satisfaction of employees

Job satisfaction is the concept how employees are buoyant to attend to the work and how happy they are to perform their job in the workplace. However, Job satisfaction is defined early as the assessment of employees to which extent their needs are met by the current working environment (Ihsan, 2010). The job satisfaction can also be defined as the gladness of employees from goals achievement (Locke, 1969). Octaviannand, et al.(2017) States that there is a significant positive relationship between job satisfaction and employee motivation including intrinsic motivation.

2.     Increased individual and organizational performance

Every entity expects maximum individual performance towards the organizational performance which is balanced along with the skills, capabilities, hard work of employees and good corporation between employees are sources of higher organizational performance boosted by employee motivation (Faisal , et al., 2017). Achim, et al. (2013) states that the motivated employees are taking care of the customers of the entity where the performance grows when motivation increases as per Yerkes-Dodson’s law. Further, exceeding the accepted level of motivation may result reduction of performance.

3.     Increased organizational commitment

Organizational commitment is defined as the employee’s effort towards the achievement of organizational objective (Mohsan, et al., 2004). .i.e. it is the employee’s commitment towards the achievement of organizational objectives after identification and continuous involvement on organization (Faisal , et al., 2017). Employee retention, attendance to work continuously, and higher job performance are the results of organizational commitment of employees towards the job (MacCabe & garavan, 2008). As stated by Warsi, et al.(2009) to keep the employees committed and satisfied, effective and powerful motivational tools ought to be implemented and Mohsan, et al.,(2004) stated that there is a significant relationship between the factors of employee motivation and commitment.

4.     Reduces employee turnover

High turnover ratio within the companies has become a major issue and challenge in contemporary business environment incurring cost to recruit and provide training to the persons instead of the employees left the organization (Pfeffer & Sutton, 2006). The reasons for turnover could be demographic factors such as age, gender, educational level, etc. employee-organization relationship, and job satisfaction. As per Dysvik & Kuvaas (2010) a working environment where intrinsic employee motivation is emerged or sustained affects to reduce the intentions of employee turnover. Further, Dysvik & Kuvaas (2010) stressed that the actions taken on employee motivation reduce employee turnover in industrial sector.

5.     It helps to reduce change resistance

Usually change process within an entity may subjected to many change resistance especially, when the change involves in re-engineering the existing processes established in the organization. However, proper communication and training procedures in relation to the change process will reduce the level of resistance. In dealing with resistance, identification of key factors that cause key failures in change process in the employee aspect is the way to avoid the resistance which is major concept introduced by motivational theories (Long & Spurlock, 2016).

 

References

Achim, I., Dragolea, L. & Balan, G., 2013. The importance of employee motivation to increase organizational performance. Annales Universitatis Apulensis Series Oeconomica, 15(2), pp. 685-691.

Dysvik, A. & Kuvaas, B., 2010. Exploring the relative and combined influence of mastery-approach goals and work intrinsic motivation on employee turnover intention. 39(5), pp. 622-638.

Faisal , N. et al., 2017. The Impact of Employee Motivation on Organizational Commitment. European Journal of Business and Management, 9(15), pp. 134-146.

Ihsan, M., 2010. Effect of Work motivation on job satisfaction in Telecommunication sector of Pakistan -a case study of pakistan. International Journal of Business and Management, 5(11), pp. 213-222.

Jonas, J., n.d. Making practical use of Maslow’s Hierarchy of Needs theory to motivate employees. a case of Masvingo Polytechnic.

Locke, E., 1969. What is job satisfaction?. Organizational Behavior and Human Performance, Volume 4, pp. 309-336.

Long, S. & Spurlock, D., 2016. Motivation and Stakeholder Acceptance in Technology-driven Change Management: Implications for the Engineering Manager. Engineering Management Journal, 20(2), pp. 30-36.

MacCabe, T. & garavan, T., 2008. A Study of the drivers of commitment amongst nurses: The salience of training, development and career issues.. pp. 528-568.

Mohsan, F., Nawaz, M. & Khan, M., 2004. Are Employee Motivation, Commitment and Job Involvement Inter-related: Evidence from Banking Sector of Pakistan.. International Journal of Business and Social Science, 17(2), pp. 226-233.

Octaviannand, R., Pandjaitan, N. & Kuswanto, S., 2017. Effect of Job Satisfaction and Motivation towards Employee's Performance in XYZ Shipping Company.. Journal of education and practice, 8(8), pp. 72-79.

Pfeffer, J. & Sutton, R., 2006. Hard Facts, Dangerous Half-Truths, and Absolute Nonsense. Profiting from Evidence-Based Management. Boston: Harvard Business School Press.

Shahzadi, I., 2014. Impact of Employee Motivation on Employee Performance.. European Journal of Business and Management.

Warsi, S., Fathima, N. & Sahibzada, S., 2009. Study on relationship between organizational commitment and its determinants among private sector employees of Pakistan. International Review of Business Research papers, 5(3), pp. 399-410.

 

 

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