Human Resource Motivation Essay Example
Human Resource Motivation Essay Example

Human Resource Motivation Essay Example

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  • Pages: 4 (827 words)
  • Published: September 22, 2018
  • Type: Case Study
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Introduction

Business organizations depend on various resources, including human resources, technology, and raw materials, to complete tasks and reach their objectives. The success of an organization heavily relies on its human resources, making management challenging for large companies with a substantial workforce.

The effective management of a large number of employees requires expertise, skill, and a thorough understanding of management principles. Regardless of the organization's size, its human resources drive its operations. This paper explores the role of motivation in achieving work goals and enhancing employee performance. Motivation is defined as empowering individuals to continue engaging in positive behaviors (Cranny, Smith, ; Stone, 1992). In organizations, motivation aims to encourage employees to take initiative and fulfill their responsibilities. Motivated employees demonstrate self-drive and willingly contribute to accomplishing the organization's objectives (Cranny, Smith, & Stone, 1992). According to Maslow's th

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eory, employee behavior is influenced by their unfulfilled needs and desires that impact their actions. In a business setting, employees have their own unique set of needs and desires that drive their work.

Worker underperformance and decreased effectiveness may result from unmet employee expectations. To address human resource needs, businesses employ diverse strategies, with worker motivation being the most pivotal one. Insufficient motivation among workers can adversely impact their performance, potentially causing losses for the organization. Different organizations implement their own approaches to motivate employees.

Many organizations use pay hikes and salary increments as their primary motivators. Additionally, some companies have reward systems for exceptional performance, such as promotions and increased responsibilities and benefits like education and career growth opportunities. Money, promotions, and benefits are all motivators used by different companies to enhance employee performance. Performance-based pay, which ties income t

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output, is another common form of motivation. This approach has been particularly successful for wage payments in casual labor schemes.

Management is essential in addressing cultural differences and workplace conflicts, allowing employees to work as a cohesive team. When management effectively motivates employees, they become united and collaborate as a team, resulting in the company's success by utilizing their full potential. Motivating employees is crucial because although they have an innate drive to excel, their capabilities need to be unlocked. This is where management plays a role by motivating employees to achieve optimal job performance. The ability to perform tasks is both inherent and can be acquired, contributing to the success of employees.

Employee motivation is crucial in ensuring employees achieve their maximum potential, thereby optimizing job performance. Pay for performance programs can improve work attractiveness and productivity while also protecting the company from market downturns and minimizing liability. However, critics contend that pay for performance mainly transfers organizational risks instead of empowering employees. Moreover, education, experience, and training significantly impact job performance. To be effective, motivation must provide suitable reinforcement and be customized to meet individual employee needs. Additionally, management's goals and objectives should directly align with the work to ensure successful motivation efforts.

Addressing employees' concerns about job security is crucial for successful motivation efforts. Salary increases alone may not enhance job performance if employees feel uncertain about their employment status. This emphasizes the need to consider other factors that contribute to effective motivation, such as ensuring employees feel secure and safe in their role, taking pride in their work, having opportunities for career growth, and feeling valued by the company.

Regrettably, many organizations fail to improve

performance when they solely focus on monetary aspects and overlook the impact of factors like job security, working environment, career prospects, recognition, and appreciation in the workplace. Fox and Spector caution against placing excessive emphasis on payment while ignoring employee attitudes—significant influencers of employee performance.

Therefore, it is important to note that motivation plays a crucial role in employee motivation. However, it should be accompanied by other factors such as creating a conducive work environment and ensuring that employee attitudes are positive. In conclusion, employee motivation is essential for the success of an organization. In today's highly competitive business world, only organizations that effectively motivate their employees can thrive. Motivation significantly impacts job performance, leading to increased productivity. However, it is important to strike a balance in motivators as relying solely on money or pay as a motivator has proven to be ineffective.

For management to excel in its efforts of consolidating the work force in order to achieve optimal out put, it is very necessary to consider what kind of motivators matter for the employees. This can be done by conducting surveys or research aimed at establishing employees' felt needs.

Reference

  1. Cranny, C., Smith, P. & Stone, E. (1992), Job Satisfaction.
  2. New York: Lexington. Fox, S. & Spector, P. (1999). A model of work frustration-aggression.
  3. Journal of Organizational Behavior, 20, 915-931. Guite, T. (1999).

Strategic Human Resource Management, 3rd Ed. Macmillan Publishers. London. Spector, P., Fox, S., & Van Katwyk, P. (1999).

The impact of negative affectivity on employee responses to job characteristics: Is it a bias effect or a substantive effect? Journal of Occupational and Organizational Psychology, 72.

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