Operational
definition of variables is given below:
a) Employee
Engagement: ‘Engagement represents the energy, effort, and initiative
employees bring to their jobs’. Engagement is about motivating employees to go
the extra mile in the workplace. It is about encouraging employees to have a
passion for their work, and identifying the organization as more than a place
to earn money (Mohanan, Sequeira and Kumar, 2012).
b) Motivation: Motivation is defined as
the process that initiates, guides and maintains goal-oriented behaviours.
Motivation is what causes us to act. It involves the biological, emotional,
social and cognitive forces that activate behaviour (Mohanan, Sequeira and Kumar, 2012).
Based
on Mariza (2016) Employee motivation and engagement are critical sources for
employees’ high performance both in manufacturing and services companies. Such
motivation and engagement must be generated by effective leadership with clear
managerial concepts are critical to influence the employee behaviour to bring
company to success performance. Motivation has an important role in encouraging
someone to do the work to achieve their personal or group or company goals.
Also the executive leaders and managers of the companies need to apply
effective methods or approaches to influence the employee motivation in order
to achieve better performance (Mariza, 2016).
The
three components of motivation as listed by Arnold et al (1991) are :
1.
direction –
what a person is trying to do;
2.
effort – how hard a person is
trying;
3.
persistence – how
long a person keeps on trying.
As an example, an employee’s job is less than the minimum wage that employee unlikely to continue to be motivated until a reasonable wage is given. Also, if the employees’ health is in good condition Herzberg believes that the salary increases will not bring lasting motivation (Armache, 2014).
Video 4:
Motivating Employees in Management
Source:
(Gregg Learning, 2018)
Above mentioned video explains about the methods of motivating employees and describes that the Motivation Refers to a person's internal or external forces and these forces inspire people's enthusiasm and perseverance to pursue a certain action. Employee's enthusiasm can affect productivity. Part of the manager's job is to guide positivity into the process of achieving organizational goals.
THEORITICAL
FRAMEWORK
Approaches
to motivation are underpinned by motivation theory. The most influential
theories are classified as follows:
Instrumentality
Theory: In fact, reward and
punishment are the best means of shaping behaviour. Suppose that if rewards and
penalties are directly linked to their performance, people will be motivated to
work. Tool theory stems from scientific management methods (Taylor,1911).
Content
Theory: which focuses on the content of
motivation. It states that motivation is essentially about taking action to satisfy
needs and identifies the main needs that influence behaviour. This kind of
motivation theory is called the theory of two elements content. Based on
seemingly simple idea that motivation can be divided into health factors and
motivation factors often referred to as “two needs systems” (Ball, 2003).
Figure
4: Motivation Model
Source:
Porter and Lawler (1968)
According to (Poter and Lawler, 1968) emphasized, mere effort is not enough. Effective effort and to produce the desired performance. The two variables additional to effort that affect task achievement are :
1. Ability – Individual characteristics such as intelligence, knowledge, skills
2. Role perceptions – what the individual wants to do or think they are required to do.
List of References :
Armache, J.,
2014. Ways and Means To Keep Employees Motivated, Productive, and Loyal.
Leadership & Organizational Management Journal, 2014(2). [online].Availableat<https://s3.amazonaws.com/academia.edu.documents/52566956/kullll.pdf
Ball, J., 2003. Understanding Herzberg’s motivation theory.
ACCA on the Web: http://
accaglobal.com/my/en/student/acca-qual-student-journey/qual-resource/acca-qualification/f1/technical-articles/herzbergs-motivation.
html
Mariza, I. (2016) ‘The impact of employees’ motivation and
engagement on employees’ performance of manufacturing companies in Jakarta
Indonesia’, International Journal of Applied Business and Economic Research,
14(15), pp. 10611–10628.
Mohanan, M., Sequeira, A. H. and Kumar, M. S. S. (2012) ‘Employee Engagement and Motivation : A Case Study’, SSRN Electronic Journal. doi: 10.2139/ssrn.2114214.
TEDx Talks (2016) Stop trying to Motivate Your Employees | Kerry Goyeeteel [onlline]. Available at: <https://www.youtube.com/watch?v=7IhVUedc1a4.>. [Accessed on 21 April 2020].
Taylor,
F W (1911) Principles of Scientific Management, New York, Harper (republished)
