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FC-506: ORGANIZATIONAL BEHAVIOR

FINAL REPORT & GROUP PRESENTATION PAPER
ON
EMPLOYEE MOTIVATION AND ORGANIZATIONAL BEHAVIOR

PREPARED FOR:
Nur-a-Alam Mishad
Lecturer & BBA Coordinator
Department of Business Administration

PREPARED BY:
MBA (BBA Holders)
Spring- 2024 (15th Batch)
NAME STUDENT ID
SHARMIN AKTER 241060001
ZANNATUL FERDOUS REKHA 241060004
AMRIN ASHNA 241060014
MOHAMMAD OSMAN GONY 241060003
MD. MAHBUBULISLAM 241060049
IFTEKAR MAHMUD AKIK 241060026

SUBMISSION DATE: 13 SEPTEMBER 2024

 FC-506: Organizational Behavior

ABSTRACT
The majority of organizations are competing to survive in this volatile and fierce market
environment. Motivation and performance of the employees are essential tools for the success
of any organization in the long run. On the one hand, measuring performance is critical to
organization’s management, as it highlights the evolution and achievement of the organization.
On the other hand, there is a positive relationship between employee motivation and
organizational effectiveness, reflected in numerous studies. This paper aims to analyze the
drivers of employee motivation to high levels of organizational performance. The literature
shows that factors such as empowerment and recognition increase employee motivation. If the
empowerment and recognition of employees is increased, their motivation to work will also
improve, as well as their accomplishments and the organizational performance. Nevertheless,
employee dissatisfactions caused by monotonous jobs and pressure from clients, might weaken
the organizational performance. Therefore, jobs absenteeism rates may increase and employees
might leave the organization to joint competitors that offer better work conditions and higher
incentives. Not all individuals are the same, so each one should be motivated using different
strategies. For example, one employee may be motivated by higher commission, while another
might be motivated by job satisfaction or a better work environment.

Keywords: Organizational Performance, Empowerment, Features, Aspects, Employee,

Motivation, Human Resource.

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Table of Contents
DESCRIPTIONS PAGE NO.
Introduction 4

Objectives 4

Features of Motivation 5

Importance of Motivation 5

Key Aspects of Motivation in OB 5

Motivation 6-7

Employee 8

Employees Motivation 8

Employees Performance 8

Employees Expectations 9

How Motivation in Form of Benefits Influences Employee 10-12

Performance
How to Improve Employee Performance in An Organization 12-13
Impact of Employee Motivation in Organizational Performance 13-15
Empowerment and Organizational Performance 15-16
Findings 17
Conclusion 17
Recommendations 18
Reference 19

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Introduction
All organizations want to be successful, even in current environment which is highly
competitive. Therefore, companies irrespective of size and market strive to retain the best
employees, acknowledging their important role and influence on organizational effectiveness.
In order to overcome these challenges, companies should create a strong and positive
relationship with its employees and direct them towards task fulfillment. In order to achieve
their goals and objectives, organizations develop strategies to compete in highly competitive
markets and to increase their performance. Nevertheless, just a few organizations consider the
human capital as being their main asset, capable of leading them to success or if not managed
properly, to decline. If the employees are not satisfied with their jobs and not motivated to
fulfill their tasks and achieve their goals, the organization cannot attain success. People have
many needs that are continuously competing one with another. Each person has a different
mixture and strength of needs, as some people are driven by achievement while others are
focusing on security. If the managers are able to understand, predict and control employee
behavior, they should also know what the employees want from their jobs. Therefore, it is
essential for a manager to understand what really motives employees, without making just an
assumption. Asking an employee how he feels about a particular situation does not provide an
accurate evaluation of his needs, as the interpretation could distort the reality itself. The closer
one gets his perception to a given reality, the higher is the possibility to influence that specific
realty. Thus, managers can increase their effectiveness by getting a better grasp on the real
needs of the employees.

Objectives
Some of the objectives of the study are as follows;
1. To study the organizational factors influencing the work performance and employee
motivation, job satisfaction, and contentment of staff.
2. To appraise human resource management, process, and systems existing in an organization
such as staff pattern, rewards, and promotion policy.
3. To identify and analyze the job and work environment in the organization.

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Features of Motivation
Motivation is an internal feeling, that is, it defines the psychological state of a person. It is a
continuous process and we should make sure that it is not disturbed. A person should be
encouraged completely. Motivation consists of three interacting and dependent elements: -
Needs: The requirements or deficiency which is created whenever there is physiological
imbalance.
Drives: The various camps or events organized to motivate the employees and give them new
opportunities.
Incentives: Employees need to be rewarded for their nice work in order to keep them
encouraged.

Importance of Motivation
We need to motivate employees because of the following reasons: -
Performance: Motivated employees tend to perform better, showing higher productivity and
efficiency.
Engagement: High levels of motivation lead to increased engagement and involvement in
work activities, promoting a proactive and enthusiastic work environment.
Job Satisfaction: Employees who feel motivated tend to be happier in their roles, resulting in
reduced turnover and increased staff loyalty.
Innovation: Motivated employees are likelier to contribute innovative ideas and solutions,
driving organizational growth and competitiveness.
Team Dynamics: Motivation influences how employees interact and collaborate, fostering
teamwork and a positive organizational culture.

Key Aspects of Motivation In OB

Let us study the key aspects of motivation in organizational behavior:
Initiation: Refers to what starts a person's behavior. In an organizational context, this could be
the beginning of a task, project, or any work-related activity.
Guidance: Involves the direction that behavior takes. Motivated employees are more likely to
align their efforts with organizational goals and standards.
Sustainability: Concerns the persistence of behavior over time. Motivation determines how
long an employee can maintain their efforts towards achieving their goals despite challenges
and obstacles.

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Motivation
According to Armstrong, (1988) Motivation is something which initiates movement,
motivation is about what makes people act in a certain way. To motivate people is to point
people them in a certain direction and take whatever steps are required to ensure that they get
there. Motivation as the work of manager performs in order to induce subordinates to act in the
desired manner by satisfying their needs and desires. This motivation is concerned with how
behaviors get started, how is energized, how is sustained and how is directed (Gupta, 2001).
Technically, the term motivation can be traced to the Latin word “movere” which means “to
move” thus in order to understand the concept of motivation we have to examine three terms;
motive, motivating and motivation and their relationship. Motive is an inner state that energies,
activate or moves and directs behavior towards goals. (Morris, 1954). Schermerhorn, (1996)
views motivation as forces within an individual and that account for the level, direct and
persistence of effort expended at work, he emphasized the provision of rewards to employees
for their better performance as major force to activate employees to work harder. Employees
would work harder because they will always expect something valuable from their extra effort
that they devote.

Figure 1: Motivation in Organizational Behavior

When Abraham Maslow created his Hierarchy of Needs, he argued that humans are motivated
by five essential needs: physiological, safety, social, self-esteem and self-actualization (also

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known as self-fulfillment). At the bottom of the pyramid are our physiological needs, such as
food, water, sleep, and warmth. Safety concerns come next, including comfort, security, and
stability. Moving up the pyramid, we come to social needs, such as a sense of belonging and
friendships, and esteem needs, such as a positive self-image, prestige, and status. Then, at the
top, we have self-actualization, which is about feeling fulfilled through growth, advancement,
and creativity. When we understand Maslow's hierarchy of needs, you can use it as a rubric to
evaluate the environment and culture of your workplace. By working to help your employees
meet their basic needs, you are making it possible for them to be motivated toward higher goals
within the organization. Maslow's hierarchy of needs to motivate employees. Motivating
People with Growth Needs are:
▪ Offer support to complete new tasks.
▪ Give staff and employees a challenge.
▪ Work should be made interesting.
▪ Encourage people to think for themselves.
▪ Keep people informed.
▪ Ask people what motivates them.
▪ Stretch people with new work.
▪ Offer training where possible.

Figure 2: Maslow's Hierarchy of Needs for Employee Motivation at Workplace

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Employee
The term employee is being defined in Employment and Labor Relations Act (2004), as an
individual who has entered into a contract of employment; or has entered into any other contract
under which; the individual undertakes to work personally for the other party to the contract;
and the other is not a client or customer of any profession, business, or undertaking carried on
by the individual.

Employees Motivation
Employee motivation is one of the policies of managers to increase effectual job management
amongst employees in organizations (Shadare et al, 2009). A motivated employee is responsive
of the definite goals and objectives he/she must achieve; therefore he/she directs its efforts in
that direction. Motivation has a critical influence on employees’ happiness and performance at
their workplace. If employees are happy at their job, it is more likely that the organization will
their goals. On the other hand, if organizations do not have any type of motivation in place,
they risk falling short on their goals and losing their employees to another organization.

Employees Performance
Employee performance is attitude towards work-related conditions, or aspects of the job.
Senge, (1990) was of the view that employee performance is more of a response to a specific
job. Employee performance is an important element from organizational perspective, as it leads
to higher organizational commitment of employees and high commitment leads to overall
organizational success and development (Senge, 1990). Employee performance has been found
to be associated with organizational trust and help increase employee performance (Arnett et
al., 2002). Employee performance also serves as a significant predictor in organizational
commitment and retention (Kim et al., 2004). When employees are satisfied with their job, they
are more willing to provide service that exceeds customers‟ expectations and positively
influence customers‟ attitude towards their service. In contrast, employees who are dissatisfied
with their job are likely to have more occupational stress and be less productive (Skinner and
Champion, 2008). Thus, highly committed, high performing, and happy employees are
valuable resources to the hotel sector.

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Employees Expectations
Most workers, according to Richard (1997), look at the money as a motivator. The recent
thought on the true nature of optimal human resource management has concluded that in a large
number of cases, salary has less to do with motivation than do other important factors. Many
experts have noted that workers do not improve on performance simply because they are being
paid more. After all, it is not expected that employees will constantly calculate the monetary
value of every action they perform. Workers, for instance, do not keep a record of how much
they earn every time they send out an email, approve a document or complete some other task.
It’s just not human nature. What motivates good employees to improve on performance is the
ability to see projects through to their completion. In my view, this is true for most workers as
some are motivated by praise, achievement, growth among others.

Individual employee and work team measures affect performance. Researchers and PR
actioners have used a number of organizational performance measures including labor
productivity rations, product and service quality, unit cost ratios and revenue productivity.
Sacks (2000) also points out that researchers frequently tend to rely on single indicators of
performance, ignore the relationship between multiple measures tend to ignore the fact that
some measures of employee’s performance, for example change in market share, take long to
materialize than say, a change in employee behaviors, and use performance indicators across
dissimilar work places with no regard for their appropriateness thus rendering comparisons
meaningless. The fact that workers are employed in order to accomplish goals, researchers have
often conceptualized employee’s performance in terms of goal attainment for specific
indicators including profit related indices, productivity, quality and perceptual measures of goal
attainment (Bratton and Gold, 2003).
Creating a good working environment in which employees are productive is essential to
increased performance in organizations, corporations or small businesses. Principles of
management that dictate how exactly to maximize employee performance, personal motivation
and the infrastructure of the work environment. Evaluating employee performance is an
important aspect of the larger picture of maintaining an efficient workforce. What many don't
realize in my view is that it is setting and maintaining goals that help maintain employee
morale. For example, creating a work environment in which employees are productive is
essential to increased performance in Bishop Stuart University, this includes better sanitation,
security and health services in the neighborhoods can improve employee performance as
expected.

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How motivation in form of benefits Influences employee performance

Motivation can be described as a goal directed behavior; people are motivated when they
expect that a course of action is likely to lead to the attainment of a goal and a valued reward
one that satisfies their needs. Well-motivated people are those with clearly defined goals.
During the late 1920s and early 1930s, Elton Mayo and other researchers from Harvard
University conducted studies at a Western Electric plant in Hawthorne, Illinois, to measure
productivity. They studied the effects of fatigue, layout, heating, and lighting on productivity.
As might be expected when studying lighting, employee productivity levels increased as the
illumination level was increased; however, the same effect was noted when the illumination
level was decreased. The researchers concluded that the attention paid to the employees was
more of a contributing factor to their performance level than the environmental conditions. The
fact that paying attention to workers could improve their behavior was called the Hawthorne
effect. As a result of this research, it was evident that employees should be treated in a humane
way in order to perform well. (Daft, 1997)] According to Hertzberg (2000), an individual will
be moved to action based on the desire to avoid deprivation. However, this motivation does not
provide positive satisfaction because it does not provide a sense of growth. (Quick-1985).
Although salary is considered a hygiene factor, it plays an indirect part in motivation as a
measure of growth and advancement or as a symbol of recognition of achievement. To me,
salary seems to be a motivator to many workers as it commits employees to perform in order
to meet their set targets. According to Douglas (1999), people have needs and those needs are
satisfied at work. He described two sets of assumptions about people that he labeled Theory X
and Theory Y (Bruce-1999), The assumptions of Theory X are that most people will avoid
work because they don't like it and must be threatened or persuaded to put forth adequate effort.
People have little ambition and don't want responsibility. They want to be directed and are most
interested in job security. The assumptions of Theory Y are that work is very natural to people
and that most people are self-directed to achieve objectives to which they are committed people
are ambitious and creative. They desire responsibility and derive a sense of satisfaction from
the work itself which in my view motivate them to perform well. According to McCoy (1992),
both incentives and recognition provide a reward; however, incentives drive performance while
recognition is an after-the-fact display of appreciation for a contribution. Financial rewards are
certainly important in compensation programs. Social recognition provides employees with a
sense of self-worth by acknowledging the contributions they have made. This recognition could
be given in the form of a ceremony that helps to validate and is an important compensation and

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one that probably costs a company very little in relationship to the benefit to employees. In my
view, recognition seems to motivate employees to perform which the study was verify.
(McCoy, 1992). The most obvious form of motivation is coercion, where the avoidance of pain
or other negative consequences has an immediate effect. Extreme use of coercion is considered
slavery. While coercion is considered morally reprehensible in many philosophies, it is widely
practiced on prisoners, students in mandatory schooling, within the nuclear family unit (on
children), and in the form of conscription. Critics of modern capitalism charge that without
social safety networks, wage slavery is inevitable. However, many capitalists such as Ayn Rand
(2001) have been very vocal against coercion. Successful coercion sometimes can take priority
over other types of motivation. Self-coercion is rarely substantially negative (typically only
negative in the sense that it avoids a positive, such as undergoing an expensive dinner or a
period of relaxation), however it is interesting in that it illustrates how lower levels of
motivation may be sometimes tweaked to satisfy higher ones. The self-control of motivation is
increasingly understood as a subset of emotional intelligence; a person may be highly
intelligent according to a more conservative definition (as measured by many intelligence
tests), yet unmotivated to dedicate this intelligence to certain tasks. "Expectancy theory "
provides an account of when people will decide whether to exert self-control to pursue a
particular goal. By contrast, the role of extrinsic rewards and stimuli can be seen in the example
of training animals by giving them treats when they perform a trick correctly. The treat
motivates the animals to perform the trick consistently, even later when the treat is removed
from the process (Rosenwing-1992).
Elton Mayo found out that the social contacts a worker has at the workplace are very important
and that boredom and repetitiveness of tasks lead to reduced motivation and performance by
employees. Mayo believed that acknowledging their social needs and making them feel
important could motivate workers. As a result, employees were given freedom to make
decisions on the job and greater attention was paid to informal work groups. Mayo named the
model the Hawthorne effect. The problem with his model is undue reliance on social contacts
at work situations for motivating employees. In my opinion social contacts seem to motivate
employees to perform as the study was verify. Providing feedback and ensuring the feedback
is consistent, you provide the means for employees to motivate themselves to the desired
behavior. For example, inconsistent feedback would be for management to say it wants good
safety practices, and then frowns on workers who slow down by complying with regulations
or expressing that careful workmanship is needed, but reinforces only volume of production.

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Having followed 360,000 people through their careers during a period of 20 years, a major
study published by Harvard business review demonstrated that a key ingredient in retaining
people is ensuring that they are matched to their jobs in terms of their abilities, interests, and
personalities. I concur with the study, which found out that when you place people in jobs
where the demands of the job matched their own abilities, where stimulation offered by the job
matched their particular interests, and where the cultural demands of the position matched their
personalities, employee turnover decreased dramatically, and performance increased
exponentially. Job match is the key to employee motivation and increased employee
performance. (Michael-2006)

How to improve employee performance in an organization

Employee performance in an organization where everyone works in expectation of some
rewards (spiritual, financial and material), and welfare is one of them. In other words, the
degree of reward influences the quality and quantity of work, and in turn improved
performance. Hence, it is important to explore how to give the stimulus (welfare) in order to
promote work motivation and performance of employees. (Armstrong, 2006)
Implementation of employee benefit programmers affects employees’ performance. Employee
benefit programmers have greater impact on work-motivation than on productivity. Monetary
benefit programmers are most highly valued by both executives and workers. There is a
cognitive gap between management and worker on the importance of employee benefit
programmers. Private-corporation employees have greater employee benefit demands than
their public corporation counterparts. Female and male employees have different benefit
demands. Single employees perceive more employee benefit impact on job performance than
married ones. Employees with different education levels perceive different employee benefit
impact. Employees with different positions perceive different employee benefit impacts.
Employee benefit programmers have greater influence on job performance of younger
employees. Results of this study will be beneficial to my research since they highlight the
correlation between motivation and employee performance. (Armstrong, 2006) Motivational
strategies include providing competition; giving pep talks, praise and constructive criticism;
and setting appropriate short-term goals. In order to train employees successfully, exercisers
must have sufficient motivation to spend time and energy on their training and be able to endure
a certain amount of fatigue, boredom, and discomfort. Many coaches adopt the attitude
encapsulated in the phrase ‘No pain, no gain!’, but this should not be taken as an exhortation
to overstrain and become injured or ill. In psychology, the intention of achieving a goal leads

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to goal-directed behavior; some human activity seems to be best explained by postulating an

inner directing drive. While a drive is often considered to be an innate biological mechanism
that determines the organism's activity. Motive is defined as an innate mechanism modified by
learning. In this view, human drives serve to satisfy biological needs, such as hunger, while
motives serve to satisfy needs that are not directly tied to the body requirements, such as
companionship. Learned motives are sometimes linked with drives; for instance, the
motivation to achieve social status is often viewed as a derivative of the sex drive. Motives are
sometimes classed as deficiency motives, such as the need to remove the physiological
deficiency of hunger or thirst, or abundance motives, i.e., motives to attain greater satisfaction
and stimulation. According to Maslow (1954) has classified motives into five developmental
levels, with the satisfaction of physiological needs most important and esteem and self-
actualization needs least important. According to Maslow, the most basic needs must be
satisfied before successively higher needs can emerge. Cognitive psychologists such as Albert
Bandura (1985) have suggested that individual mental processes, such as beliefs, play an
important role in motivation; through the expectation of certain reinforcements for certain
behaviors hence improving performance, studies have shown that humans and other animals
are likely to seek sensory stimulation, even where there may be no foreseeable goal. In recent
years, the use of various tools for brain scanning has worked toward the discovery of a
neurological basis for motivation.

Impact of Employee Motivation in Organizational Performance

1. Motivated Employees are More Productive
Motivated employees are loyal to their organization and find value and social status in their
work. Thus, they are driven to discover their best selves for the organization. Whenever
employees are giving their best in the workplace, the whole workflow becomes more efficient.
Thus, organizations’ capacity to produce high-quality work increases. With time employees
can take on more responsibilities without compromising the quality of their work. As a result,
the organization can increase both quality and productivity effectively with the help of their
motivated workers. With this result, companies can give their employees appropriate
recognition and incentives while acquiring fresh talents to increase overall productivity
significantly.
2. Motivated Employees Bring More Profits
Each organization needs to make a sustainable profit margin to keep itself afloat. This profit
depends on the quantity and quality of a company’s work. Organizations can take several

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initiatives to keep their employees motivated. With motivated employees, organizations can
increase the quality and quantity of the work they produce. Therefore, the profit margin can be
increased accordingly. An increase in profit allows organization leaders to give better salaries,
incentives, rewards, and benefits to make employees’ lives easier. Thus, employees stay loyal
and engaged with the organization and keep evolving with it.
3. Employee Motivation Reduces Employee Turnover
Employee turnover costs organizations a reasonable sum of budget. Each organization allocates
substantial time and resources to train employees to develop skills and maintain wellbeing. So,
when employee turnover occurs, all this time and resources become unavailable for the
organization. This is why motivation is important in an organization. Organizations that keep
their employees motivated can reduce turnover significantly. By taking the right motivation
approach, organizations can bring out the best in their employees and keep them engaged with
their culture. Thus, employees tend to change their jobs less frequently. Thus, organizations
can effectively reduce the turnover cost along with the cost of training new employees. It allows
organizations to keep a steady production with seamless growth.
4. Employee Motivation Increases the Work-Life Quality
Most employees nowadays are more interested in having a good work-lives balance. This
tendency has been seen in millennial workers, who make a prominent number in recent
workplaces. Organizations that keep their employees motivated can offer their employees a
good work-life balance. This gives the employees opportunities to separate their personal life
from work life and treat each life with the necessary importance. With this opportunity,
employees can have the ability to deal with any issues of their personal life in their own time
and will be able to give the best input in their work. Therefore, workplace productivity
increases and excellent office culture is established.
5. Product Quality is Directly Associated with Employee Motivation
Employee motivation drives the quality of work and boosts performance in an organization.
When organizations keep their employees motivated, production can be done without
interruption. Therefore, organizations achieve great harmony in the whole workflow,
influencing productivity positively. With the harmony in workflow, there comes a decreased
error margin. Therefore, the product quality has increased significantly. Also, the job
performance of motivated employees is significantly higher than unmotivated employees. With
better motivation, the aptitudes and skills of employees increase significantly. Thus, they
become more involved in the production process and deliver top-notch product quality. These

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products increase the market value of the organization and can make the organization a
household name.
6. Motivated Employees Focus on Customer Satisfaction
For any organization, customer satisfaction is a must. It helps the organization build loyal
audiences and transform the business into a well-known brand. When an organization has
enough motivated employees, they give their best to increase product quality. Also, they put
their best efforts into solving any problem concerning the product or services their organization
markets. Employees who directly interact with the customers can influence customer
satisfaction significantly. When employees are properly motivated, they will utilize their best
efforts to make the customer satisfied with the product or service. When consumers are satisfied
with a product or service, the organization gets recognition, and reputation increases. With
quality products and customer service, the consumers stay satisfied as they get the best products
for their money. Thus, customer satisfaction increases significantly.

From the discussion above, it is clear that employee motivation is one of the key factors for
organizational success. Better salary, incentives, working conditions are some of the important
factors to motivate employees.
However, research has shown that employee recognition can drive motivation significantly.
Organizations that constantly recognize the achievements and efforts of employees are
achieving high productivity due to the boost in motivation. Recognition gives employees a
sense of accomplishment. It makes them feel valued and gives them confidence and willingness
to accept new challenges. Thus, with a good recognition program, the company can boost
employee engagement and loyalty and increase employee retention.

Empowerment and organizational performance

Empowerment is defined according to Bennis (1989) as an approach to leadership that
empowers subordinates as a main constituent of managerial and organizational effectiveness.
Moreover, employees are given authority and the freedom to make decisions, which
encourages them to discover and use their full potential. Having more control over their own
jobs is the main driving force of empowerment that encourages growth and better productivity.
Therefore, the empowerment process focuses on solving the problems of the organizations by
people. Furthermore, empowering makes workforce fell appreciated and that their feedback on
performance is valuable for the organization. The contribution of the employees and their
participation in designing the organization are essential for the well-being of the organization,

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as individuals should do efforts in the environment where they are responsible for their actions.
Empowerment gives people responsibility and authority to act as if they are in control of their
own destinies. It is essential for an organization to recognize the quality and the results of the
employees’ work, as next time they will be even more efficient to get more recognition.
Employee participation and empowerment is about the contributions of the employees in
administration and decision-making regarding the policies, objectives and the strategies of the
organization. Studies have shown that employees’ perception of the goals and the norms of the
organization are positively related to employee motivation. Considering that high levels of
motivation can be achieved through empowerment, this process also leads to organizational
growth. Customer satisfaction can also be achieved through empowerment, as employees can
make quick decisions to solve the problems without having to ask the manager what to do.
Moreover, increased autonomy increases the productivity and enhances their capabilities and
motivation to accept new challenges and solve them. Proper remuneration and empowerment
combined are imperative if an organization wants to obtain greater dedication and trust from
its members. Therefore, employees will be less likely to be resistant to changes and not only
feel valued by the organization, but also come up with important information, as they are in
direct contact with the customers or with the operational processes. On the one hand, autocratic
leadership and top-down decision-making create a rigid work environment where employees
are given orders to achieve certain tasks. In these organizations, innovation is suppressed and
motivation decreases, which has in turn a negative impact on performance.

Figure 3: Proposed conceptual framework of empowerment and job performance

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Findings
➢ In the study 80% of the employees are satisfied with the support from HR department.
➢ Based on the analysis 95% of the employees are motivated with financial incentives.
➢ 91% of the incentives and other benefits will influence the work performance.
➢ It is found that 82% of employees motivated to do extra mile at work.
➢ It is observed that 60% of employees tell that management involve them in decision making
which are connected to department.

Conclusion
Employee motivation is very important for a successful organization, so the organization
should focus on it in order to stay competitive in the market and avoid some problems such as
employee high turnover that will affect the business. Firstly, it can be concluded that it is surely
potential to motivate employees to work well for an organization and that it is vital task for
managers. It appears to be that there exists a self-rewarding circular correlation amongst the
performance, satisfaction and motivation of an employee; an employee accomplishes a high
performance, hence inner satisfaction springs up and the employee is motivated to perform
well in the future. It is said that a high performance can be attained when the organization
renders certain job characteristics. Secondly, it is stated that employees can be intrinsically and
extrinsically motivated at the same time to perform very well. Most of the jobs are both
intrinsically and extrinsically motivated. Thus, effective motivational techniques should be
practiced at the workplace. This study, we can conclude that different research gave rise to
different results for the most influential intrinsic factors. Research shows that to intrinsically
motivate employees, the organization needs to reach high on five job characteristics; skill
variety, task identity, task importance, autonomy and feedback. On the other hand, to
extrinsically motivate employees, the organization needs to reach high on commitment to
supervisors and peers, salary and job security. It is significant that managers supply all job
characteristics, since it will give way to high employee performance.

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Recommendations
▪ Organizations should put in place rules and regulations regarding employees to improve
their performance for example setting targets.
▪ Organizations should provide adequate training and executive development to help the
employee successfully accomplishes his/her goals and increases the performance on the
job.
▪ Give employees the freedom of expression. This was open the channels of communication
further and give the employees an opportunity to get involved. This was encouraging and
develop creativity.
▪ Give recognition and encouragement for performance and contribution and delegate
additional authority to subordinates. Involve employees in goal setting and decision-
making.
▪ Conduct periodic meetings with all employees to discuss matters pertaining to personal
achievements and contributions as well as organizational developments.
▪ Provide opportunities for example to interact by providing coffee break, lunch facilities and
recreational activities like picnic or another get-together.

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References
1. Mamshankar, C. (2008). Performance Management System. HRM Review,
January,2008,41- 45.
2. Corporate Leadership Council (2003). Linking Employee Satisfaction with Productivity,
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5. https://ca.indeed.com/career-advice/career-development/factors-of-motivation

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