The Effect of Employees Motivation on Organizational Performance

   

                          Figure 1: Motivation (empxtrack, 2021)

 

 Introduction

When you think about it, the success of practically any aspect of a company can be traced back to motivated people. This is especially true and vital in today's volatile and frequently chaotic climate, when commercial success is dependent on people' full potential. A successful company's capacity to attract, retain, and develop exceptional personnel is a critical attribute. People are an organization's most precious asset, which is especially true in low-tech, labor-intensive industries like construction, but they are also the most difficult resource for enterprises to manage. People, unlike physical assets, have unique wants and habits that must be fulfilled and managed if they are to contribute to organizational growth and development. They are individuals who bring their own viewpoints, values, and characteristics to the workplace, and who, when handled well, can provide significant benefits to enterprises (Mullins, 2005). When improperly managed, however, they have the potential to significantly impede organizational growth and jeopardize a company's existence. Employees are at the heart of any company, whether it's a construction company or another trade; their presence and contribution are so crucial that they determine whether the company succeeds or fails. A firm can have a competent manager, a good vision, and a decent aim, but if it ignores its employees, it will be in serious trouble.

Employees that are dissatisfied with their work provide unsatisfactory results, hence it is critical for top management to look after their employees and ensure that they are happy in their jobs. They strive towards the company's aims and target when they are satisfied (Micheal, 1994). The capacity of managers to create an inspiring environment for their staff is critical to the success of any firm. The difficulty for today's managers is to keep their employees motivated and productive in the workplace. The management must understand each employee's behavior and what motivates them uniquely. Managers can determine what rewards to use to motivate staff by understanding their needs. Most businesses want to reap the benefits of great employee behavior in the workplace by creating a win–win situation for both the firm and the employees.

  Concept of Motivation

The core concept of motivation is that it is a driving force within individuals that drives them to strive for a specific goal in order to meet a need or fulfill an expectation. The fundamental motivational model depicted in Figure 2 is the result of this. People's behavior is determined by their motivations under this approach. The continuous discussion concerning financial rewards as a motivator and their impact on productivity was fueled by Taylor's theories, his rational economic definition of motivation, and subsequent approaches to motivation at work. Many people may be driven primarily, if not completely, by money in a profession where there is little pleasure in the work itself or when there is little possibility for advancement in career, personal challenge, or growth. The result is a combination of the two.

    

 Figure 2:illastration of basic Motivation Model (Mullins, 2005)

Factors Influencing Frustration 

There are two possibilities that could occur:

1. Constructive behavior is a constructive response to a goal being blocked, and it can take two forms: problem-solving and restructuring.

2. Problem-solving is the process of removing obstacles, such as repairing a broken machine or getting around an uncooperative supervisor.

3. Restructuring or restructuring is the substitution of another objective, even if it is of lower priority. Taking on a second part-time work as a result of not being promoted to a better grade or position is an example of this.

4. Frustration: This is a negative reaction to a goal being blocked, and it leads to defensive behavior. Frustration can result in a variety of reactions, which can be categorized into four categories.

5. Aggression is a physical or verbal assault on another individual. It could be directed at the person or thing that is considered to be the source of annoyance as well as the real barrier or impediment. Striking a supervisor, destroying equipment or documents, and spreading negative talk about the supervisor are all manifestations of violence. When the direct attack is not made because the source of irritation is not evident or particular; the source is feared, such as a powerful superior, misplaced aggressiveness sets in. Picking fights with coworkers, being irritable and shouting at subordinates, and hitting garbage cans are common reactions (Mullins, 2005)

The strength of these sets of wants and expectations, as well as the amount to which they are met, determines a person's motivation, job satisfaction, and work performance. Some people, for example, may opt to forego intrinsic joy and social ties in exchange for significant economic returns in the short term, while others do the opposite (Figure ). This supports Horlick's (2nd) claim that the vast majority of people see money as an important and motivator at work, but the level of motivation varies depending on personal circumstances and other work-related satisfactions. (Mullins, 2005)

           
            Figure 3:Needs and Expectations at Work (Mullins, 2005)

 

Maslow’s Hierarchy of Needs theory

Maslow (1943) claimed that people are essentially desirous entities. This idea was founded on the fact that individuals are continually looking for new things to want, and their desires are based on what they already have. With this, he implied that human wants are organized into a hierarchy of priority, with each level representing a different amount of importance. He listed eight basic human needs, including the desire to know and understand, as well as aesthetic and transcendental desires. However, the hierarchy is commonly depicted as running through five main levels, starting with physiological needs and progressing through safety, love, and esteem needs to the ultimate degree of needs, which is self-actualization (Mullins, 2005).

According to this hypothesis, once a lower need is met, it no longer serves as a powerful motivator. As a result, the need for the next higher need becomes dominant, and the individual's attention is directed toward meeting it. It states that an individual is motivated only by unmet needs (Maslow, 1943)

 

 

Figure 4:A Theory of Human Motivation (Maslow, 1943)

Figure 5:Motivating Employees Management (Motivating Employee Management , 2018)

Conclusion

In light of the study's findings, a newly hired employee should be assigned to a task for which he has been trained and is most equipped, so that he can enjoy doing what he knows best. When given responsibility and authority, subordinates are also highly motivated. Staff members who are hardworking, talented, and ambitious should be given the opportunity to reach their full potential.

All motivated employees are indulged in their efforts to do a good job in their jobs. Employees' needs and desires should be investigated. Seminars and workshops should be made available to employees since they play an important role in examining the past with criticisms and providing solutions and remedies to present problems and difficulties in the best interests of the employees and the firm. Periodic performance reviews, with rewards based on methodical evaluation, could also help encourage employees.

 References 

empxtrack, 2021. empxtrack. [Online]
Available at: https://empxtrack.com/blog/employee-motivation-a-long-term-investment-to-build-strong-workforce/
[Accessed 29 03 2022].

Maslow, 1943. A Thory of Human Motivation. s.l.:s.n.

Micheal, L., 1994. Counstructing the team, s.l.: s.n.

Motivating Employeed Management. 2018. [Film] s.l.: Greggu.

Mullins, L, n.d. The Public Administration & Policy Research.

Mullins, 2005. s.l.: s.n.