Measuring the Employee Motivation

 Employee motivation is a qualitative element which would create a significant level of complexity with respect to the measurement and value the employee motivation level of an organization. Hence, measuring the employee motivation in the workplace is supported through the human resource metrics which could be identified as universally accepted metrics for any industry sector. (Yee, et al., 2008) The use of unbiased and objective data would ensure that employees are evaluated in a fair and equal manner relative to their job performance. (Saari & Judge, 2004)

Assessment of the employee motivation could support the employers to understand the specific areas such as stronger areas, weak areas of the employees and develop effective strategies to manage the employee motivation in more effective and efficient manner. Furthermore, the outcomes of the employee motivation assessment could directly connect with the HR strategy and Business strategy which will give the required level of alignment of the vision and future of the company (Tansel & Gazioglu, 2014). Therefore, availability of the fair and accurate measurement of motivation has been identified as an important element in order to tap the potentials of the employees and increase the organizational capabilities in a competitive economic environment.

the human resource metrics could be identified as objective driven measurements of employee performance. Quantitative approaches are essentially focused over the behavior of the employees and evidence-based outcomes which could support the overall growth of the employees and required changes such as promotions, assignment of development plans etc. (Chi & Gursoy, 2009) Falling to define the quantitative measures in a fair and equitable manner could result in demotivation of the employees due to favoritism and invalid decisions on the employee engagement. (Parvin & Kabir, 2011) The human resource metrics such as the employee turnover, productivity ratios, absenteeism ratios and training participation could be identified as key metrics which could support to understand the level of motivation of the employees of an organization.

With the support of technology advancements, the business organizations could automate the periodic review of employee motivation through the analysis of the key performance indicators of the HR. In the same time, these metrics could relate to the outcomes of the HR strategy of the company which aligned with the overall corporate strategy of the company. In the same time, the HR analytics could support in identification of the unrelated patterns and changes of the people which could support to identify key problematic areas of the business and decisions to manage them in an effective and efficient manner. (Ugboro & Obeng, 2000)

The employee motivation assessment could be identified as another tool which could support to measure the employee motivation levels of the business. The development of survey is identified as highly important element which may require the support of expert on the subject area and the business organization (Reio & Kidd, 2006). The periodic execution of the employee motivation or satisfaction survey is recommended by many research institutes as that could adjust and support the overall growth and potential of the business in tremendous manner (Koys, 2001). However, there are several key challenges including language, communication barriers and biasness in answering the question and intimidation by supervisors on survey responses which required to be managed by the HR team to ensure that all the employees are providing the appropriate response and participation with the survey. (Parvin & Kabir, 2011)

References

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Chi, C. G.-Q. & Gursoy, D., 2009. Employee satisfaction, customer satisfaction, and financial performance: An empirical examination. International Journal of Hospitality Management, , 28(2), pp. 245-253.

Koys, D. J., 2001. THE EFFECTS OF EMPLOYEE SATISFACTION, ORGANIZATIONAL CITIZENSHIP BEHAVIOR, AND TURNOVER ON ORGANIZATIONAL EFFECTIVENESS: A UNIT‐LEVEL, LONGITUDINAL STUDY. Personnel Psychology, , 54(1), pp. 101-114.

Parvin, M. M. & Kabir, M. M. N., 2011. FACTORS AFFECTING EMPLOYEE JOB SATISFACTION OF PHARMACEUTICAL SECTOR. Business and Management Research, , 1(9), pp. 113-123.

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Tansel, A. & Gazioglu, S., 2014. Management-Employee Relations, Firm Size And Job Satisfaction. International Journal of Manpower, , 35(8), pp. 1260-1275.

Ugboro, I. O. & Obeng, K., 2000. Top management leadership, employee empowerment, job satisfaction, and customer satisfaction in TQM organizations: an empirical study. Journal of Quality Management, , 5(2), pp. 247-272.

Yee, R. W., Yeung, A. C. & Cheng, T. E., 2008. The impact of employee satisfaction on quality and profitability in high-contact service industries. Journal of Operations Management, , 26(5), pp. 651-668.