How to improve employee motivation in the workplace

 The employee happiness is mainly the key driver which could identify that the people are motivated to engage with the business operations (Nohria, et al., 2008). In that context, ways of improving the employee motivation required to understand and plan the deliverables accordingly. the following have been identified as key areas which could support in driving higher employee motivation for the business organization.

1.      Lead with vision - for any business it is required to have a vision which is more promising and aspiration. This should be able to drive higher level of employee motivation as they could understand where their efforts are driving and what they could experience in future. (Manzoor, 2011) Hence, the definition of the vision of the business is highly important when establishing the employee motivation.

2.      Communication of the individual value to the business - every person is highly motivated when they know the value of personal commitment for a task and the level of recognition which they receive through the engagement with work. (Sandhya & Kumar, 2011) In that context, the communication of the value of employment role and their engagement to the business could promote the employee motivation level in more effective and efficient manner.

3.      Target setting - target oriented organizations are driving towards better accomplishments in the modern business world. (Rynes, et al., 2004) People are motivated to see what they could achieve and how they could deliver the same in more effective inner. The goal setting exercise should be transparent and realistic to ensure that employees are not demotivating due to the unrealistic targets to accomplish (Kovach, 1995). furthermore, performance driven rewarding also could be linked to the targets of the people.

4.      Recognition and rewards - people are willing to have a higher level of recognition with other peers as this could create a self-satisfaction and feeling of accomplishment for them. This is essentially a psychological element which could support to drive a higher level of motivation to the people (Dobre, 2013). However, the rewards could be in two perspectives including financial and non-financial rewards. the financial rewards are required to be in line with the industry standards or the company should be able to give the employees better rewards which they value.

5.      Team autonomy - in a team environment, it is clear people are working towards targets with different type of humans. In that context, higher freedom in the workplace and making flexible work assignments and environments could create better support to the business. (Shafiq & Naseem, 2011) Facilities such as work from home, flexible work shifts, and remote working have identified as recent trends to support the team autonomy of the business environments.

6.      Development opportunities – a person is following five different types of stages with the personal motivational perspectives as per Maslow’s hierarchy of needs. In that context, employees are seeking a proven development plan with specific time plan as they could focus on their personal growth whilst creating a higher level of contribution towards the business as well. (Shafiq & Naseem, 2011) However, it is required to follow more structured and formalized manner as the industry benchmarks and personal expectations as well as the corporate objectives also required to map with the development plan of the employees.

References

Dobre, O. I., 2013. Employee motivation and organizational performance. Review of applied socio-economic research, , 5(1), pp. 53-60.

Kovach, K. A., 1995. Employee motivation: Addressing a crucial factor in your organization's performance. Employment Relations Today, , 22(2), pp. 93-107.

Manzoor, Q.-A., 2011. Impact of Employees Motivation on Organizational Effectiveness. European Journal of Business and Management, , 3(3), pp. 36-44.

Nohria, N., Groysberg, B. & Lee, L.-E., 2008. Employee motivation: a powerful new model.. Harvard Business Review, , 86(), p. 78.

Rynes, S. L., Gerhart, B. & Minette, K. A., 2004. THE IMPORTANCE OF PAY IN EMPLOYEE MOTIVATION: DISCREPANCIES BETWEEN WHAT PEOPLE SAY AND WHAT THEY DO. Human Resource Management, , 43(4), pp. 381-394.

Sandhya, K. & Kumar, D. P., 2011. Employee retention by motivation. Indian journal of science and technology, , 4(12), pp. 1778-1782.

Shafiq, M. M. & Naseem, M. A., 2011. Association between Reward and Employee Motivation: A Case Study Banking Sector of Pakistan. [Online]
Available at: https://papers.ssrn.com/sol3/papers.cfm?abstract_id=1857663
[Accessed 12 11 2022].