Organisations that neglect to offer monetary rewards for job well-done, promote employees without considering merit, and fail to adjust salary increments in line with the current economic situation experience a decline in employee motivation. The misalignment of the reward and recognition benefit, the absence of clear policies governing training and development as well as equal training opportunities for employees across all levels, coupled with adverse impacts of organisational performance contribute to negative effects on an organisations overall performance (Ongalo and Tari, 2015).
Motivation is a significant factor that influences employee performance and productivity within an organisation, even when individuals possess clear work objectives, essential skills, and a supportive work environment. Job goals are dependent on the presence of adequate motivation. The foundation of motivation lies in individual needs, where a stronger need associates with a higher motivation, while a satisfied need loses its motivating effect. Recognising people as the most valuable assets highlights their fundamental role in the success of an organisation (Patil and Dalvi, 2018). Motivation in current organisations are influenced by various factors, such as; (i) a decreased focus on money, (ii) a rise in workload, and, (iii) an increase need for collaborative teamwork to ensure both happiness and efficiency in their tasks (Banks, 1997).
Managers play a vital role in encouraging employees’ determination and by offering appropriate support to succeed. However, employees’ also play an integral part by contributing open-mindedness and a readiness to collaborate with management in implementing changes that enhance both the organisation and individual performance. Through this collaborative effort, management and employees can establish a motivational environment where everyone is inspired to give their best effort to tackle any challenge (Banks, 1997). Organisations should recognise motivation as a continuous process and communicate this understanding to top and middle management. It is crucial to dismiss misconceptions such as money being the sole motivator, the use of fear for achieving results, and the notion that increased job satisfaction automatically leads to improved job performance (Varma, 2018).
Strategic alignment with organisational goals needs to be designed and conveyed to employees, emphasising their contributions. A key aspect of employee motivation lies in understanding individual and collective expectations. Involving employees in goal-setting and decision-making enhances participation and fosters a sense of responsibility. Implementing an effective performance management system that consistently rewards and appreciates employees is essential. Providing career development opportunities and fostering an environment of team spirit, knowledge sharing, and employee engagement allows for a strong identification with the organisation (Varma, 2018).
Management is required to recognise the significant impact of the organisation on learning, growth, and motivation and to essentially enhance the genuine enjoyment of work by employees in order to generate creative solutions. Managers can align the job with the motivational needs of employees by adjusting the work situation, organisational structure, or their own leadership styles. The evolving meaning of work satisfaction is influenced by cultural and social changes and stresses the need for job redesign. This includes incorporating elements of challenge and achievement while emphasising a positive contribution to the organisations overall mission. In summary, the concept of motivational workplace strategies remains highly relevant for organisations seeking to enhance the motivational potential and productivity of their employees (Petroni and Colacino, 2008).
References
Banks, L. (1997). Motivation in the workplace: Inspiring your employees. USA: Coastal Training Technologies Corp. Retrieved from https://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=&cad=rja&uact=8&ved=2ahUKEwidrMnEi9GEAxVhWUEAHUj3DHAQFnoECBEQAQ&url=https%3A%2F%2Fwww.trainingsolutions.com%2Fpdf%2Fmotivating.pdf&usg=AOvVaw3KUZ_b7VF-eaWmNeBr8q6G&opi=89978449
Ongalo, E. A., & Tari, J. (2015). Effect of employee motivation strategies on organisational performance: A case of electricity generating and distribution firms in Kenya. Europeam Journal of Business and Management, 7(8), 55-65. Retrieved from https://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=&cad=rja&uact=8&ved=2ahUKEwi1y-rrkNGEAxW2VkEAHenJDwEQFnoECA4QAQ&url=https%3A%2F%2Fcore.ac.uk%2Fdownload%2Fpdf%2F234626367.pdf&usg=AOvVaw083rs7K9dh9C3Lajposk-h&opi=89978449
Patil, S., & Dalvi, D. B. (2018, December). Study of employee motivation strategy. International Journal of Management, Technology and Engineering, 8(12), 1297-1302. Retrieved from https://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=&ved=2ahUKEwjGrfGMh9GEAxXnYEEAHch_DxoQFnoECBoQAQ&url=https%3A%2F%2Fwww.ijamtes.org%2Fgallery%2F146-dec.pdf&usg=AOvVaw3C_quBvoubWumGWX4qel3H&opi=89978449
Petroni, A., & Colacino, P. (2008, September 01). Motivation strategies for knowledge workers: Evidence and challenges. Journal of Technology Management and Innovation, 3(3), 21-32. Retrieved from http://www.jotmi.org
Varma, C. (2018, December). Importance of employee motivation and job satisfaction for organisational performance. International Journal of Social Science and Interdisciplinary Research, 6(2), 10-20. Retrieved from indianresearchjournals.com
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