Employee Motivation at Work Place Your name

EmployeeMotivation at Work Place:

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Mostorganizations around the world promote motivation to enhance theirperformance and in turn get high quality productivity. The motivationof workers is done in both public and private organizations. Researchshows that employees who are motivated at their workplace tend to becreative, persistent, productive, and are always willing to workharder for the sake of the organization’s success (Armstrong 2001,p.108). Employees who are not motivated tend to avoid work assignedto them, are not interested to work, show no or little effort to workhard, produce work that is of low quality, and are always out of thecompany if granted that opportunity. The issue of motivation at theworkplace to improve performance has faced many challenges becauseemployees are different thus have different ways of being motivated.Employers are encouraged to know their employees different needs andwants. What might work for one employee may differ for another.Different people have different motivation solutions. Theories ofmotivation help us to differentiate what is best for each employeeand help us to identify and consider investments made in people toincrease their motivation for better results.

Accordingto Eugene &amp Rodney (2000, p.45), future benefits are recognizedwhen employers invest in motivational measures for their employees.Motivation can be defined as the willingness to do an action at acertain level of effort. Motivation is said to emerge out of goals,values, intentions, needs, and expectations. This study analysesissues of motivation and performance of workers critically in onebranch of Coca Cola Company in America. The study further discussesvarious motivation incentives that lead to high performance. Thesurvey tries to answer the question of why some workers performbetter than others. Assumption from this study is that some skilledand highly qualified workers assume their positions as expected ofthem by the description and specification of the job, but giveunsatisfactory performance. The study investigates whether limitedmotivation is a result of this discrepancy. Key issues of extrinsicand intrinsic motivators will be discussed.

Factorsthat motivate employees at workplace

Positivereinforcement

Inpositive reinforcement, employees are rewarded and recognized for thegood performance or behavior to encourage the continuation of thatbehavior. These include giving incentives and praises to show thatthe effort is being appreciated. The human resource manager or thesupervisors use positive reinforcement that increases the morale oftheir employees thus increasing their performance, which in turnimproves the productivity of the organization.

Thechance of a good performance of an employee reoccurring in the futuredepends on the positive reinforcement given to that employee.Positive feedback is therefore important when it comes to motivateemployees to continue with the pattern of good performance. Whenemployees are positively motivated, they feel good about theirperformance hence their self worth is improved. The employee is givena sense that his or her work progress is of important to theorganization. In addition, the management shows that the progress isrecognized in a positive manner.

Theatmosphere of the company becomes more positive when the managers letemployees know that their work effort is being appreciated. Thepositive atmosphere helps the workers to work in harmony thusimproving their productivity. Their relationship is thereforereinforced in a positive manner and teamwork is enhanced that ensuresthat the organizational job is done in an effective and fast manner.Positive reinforcement also helps new employees to demonstratedesirable ability as it is required by the supervisors. Fitting inwith the organizational culture becomes easy for new employees.

Satisfactionof employees’ needs

Motivationof employees can be achieved through satisfaction of their needs. Thesupervisors are required to satisfy the following needs for theiremployees. Motivation is enhanced through money. Money does notnecessarily motivate all employees but for employees who do physicalwork, they become motivated through money. Motivating work thatrequires creative and cognitive thinking through money has proven tobe ineffective. Employers thus need to discourage motivators thatrequire monetary rewards. Motivational power of money has its limits.When the issue of money is a problem to employees, the money can besaid to be a good motivator. This means that employees should paytheir employees enough salaries and not to pay them more than theyrequire. In turn, the power of bonuses and raises as motivatorsincreases. Employees who are paid enough salaries keep their focus onthe organizational goals and success.

Anotherway of satisfying employees’ needs is to ensure that freedom isgiven to them to take goals and projects on their own. This ensuresthat their innovation and creativity is improved. Employers shouldalso ensure that supportive measures are taken into consideration.This can be achieved by ensuring that they are mentally, physically,and well equipped for them to be able to reach the organizationalgoals. Obstacles that hinder creativity should also be eliminated toensure employee satisfaction.

Baserewards on job performance

Effectivereward system encourages employees to provide customer service thatis of high quality. Reward system programs ensure that employees aregiven increased pay, bonuses, time off, and rewards for goodperformance. Employee productivity and engagement are thereforemotivated. Implementation of a reward system is essential fororganizations to ensure that employees are retained, theirproductivity is improved, the overall service is improved, and alsotheir morale is enhanced

Thereward systems that reward attendance, tenure, and work ethic are ofimportance to an organization. The programs should not only rewardperformance, but also reward other behaviors that are presentable.For example, customer service is affected by absenteeism becauseclients lack a person who can assist them. Therefore, attendancereward programs help employees to maintain their schedule andattendance.

Methodology

Thesurvey method was used to get views on performance and motivation ofthe employees. Questionnaires were used to gather information from asample of fifty employees in a company. Simple random sampling wasused to select the sample. A group of employees were selected fromall departmental levels and these type of sampling ensured that eachemployee in that company had an equal chance of being included in thesample. In addition, the sampling method ensured that allmotivational issues were catered for in all departments of thecompany.

Primarydata was gathered by use of closed ended questionnaires and theemployees filled them. The purpose of the questionnaire was toidentify factors of motivation that enhance employee’s performance.Also, the incentives that were used at that time to motivate workerswere established. Administration of the questionnaires took place inthe meeting hall of the organization. A total of fifty questionnaireswere administered and forty eight were responded to. Analysis wasdone based on the forty eight questionnaires returned. Since theemployees were from all departmental levels, it was easy and possibleto get information from a wider perspective of the organization.

Utilizationof secondary data was used to help in analyzing measures ofmotivation that improves employees’ performance. Surveys availableon the internet, case studies, and past studies were all used.Moreover, consultation from journals, unpublished papers, publishedpapers, relevant books related to motivation, and motivationaldocuments were used to gather information (Nauta 2009, p.950).

Theclosed ended questionnaires used were able to capture rich data fromvarious departments. The questionnaire used simple random sampling toselect the sample that was a representative of the employees thatworked in that company. Quantitative and qualitative methods of datacollection were used to ensure that the data collected was of goodquality and quantity (Rodney et al., 2000, p.43). The populationunder study produced employees who answered the questionnaires.

Thepractical limitations that were encountered were that somerespondents could not fill the questionnaire because they wereengaged in field activities. Also, some complained that they hadother things to do at that time, so the researcher had to leave somequestionnaires to be answered at their own free time.

Results

Theoverall results were that performance was directly proportional tosatisfaction of employee.30 agreed to this assumption, 10 wereneutral, and 8 disagreed. Based on the reward system, 25 agreed thateffective reward system motivated them to work harder, 10 disagreed,and 13 were neutral. Positive reinforcement was also directlyproportional to performance. 35 agreed, 10 disagree, and 3 wereneutral.

Theresponses from the questionnaires formed a discussion of variousfindings and analysis. The study focused on different factors thatinfluence work performance and motivation of workers. These factorswere positive reinforcement, satisfaction of employees needs, andreward system based on performance. For an organization to meet theoverall goals and objectives, all these factors need to be put intoconsideration (Karen 2005, p.60).

Theperceptions held by different employees showed how committed theywere to achieve high performance. The level of performance based onsatisfaction was established by asking the employees whether theirwork could make a difference in the company. 30 employess respondedthat they agreed on that statement and 16 did not agree, 2 wereneutral. The employees were also asked whether they were satisfied bytheir performance and the same results were achieved.

Therespondents were asked whether their job performance wereappropriately motivated and all the respondents agreed that therewere rewards and incentives although they were not appropriate toincrease the employees’ optimum performance. Many respondents feltthat the salaries offered to them were not sustainable thus requestedfor bonus and raises. This finding was manifested when they wereasked whether they would like to have that job for another. 25 agreedsaying that the low salary they receive would make them move to otherjobs. 10 disagreed and 13 did not agree or disagree about thatquestion. A half of employees agreed that their work was valued whilethe other half thought that their work was treated fairly. Majorityalso agreed that the supervision of the company was done in anappropriate manner when they were asked whether the management styleneeded some improvements.

Moreover,majority agreed that challenges at the work place affected theirworking ability. A few believed that challenges are meant to motivatethem further (Grant 2007, p.398). When asked about their age and howit affected their performance, majority agreed that old age affectsone’s ability to perform. A few felt that the older a person is,the more experienced he or she is, thus producing high qualityperformance. One quarter disagreed when they were asked whetherrecognition was expressed effectively. Three quarters agreed that itwas well used. Adequacy of job security was established by asking theemployees whether job security and other factors were responsible fortheir motivation. had different answers with a section of disagreeing and another section of agreeing.

Demographicquestions like religion, ethnicity, marital status, and age were alsoasked to establish their influence on performance (Armstrong 2001,p.43). The working relation was also found beneficial to improveperformance.

Manyemployees agree that their performance is affected by motivationalmeasures put in place at their place of work. The assumption made bythis study established that lack of motivation lead to unsatisfiedemployees hence poor performance. On the other hand, good performancecan be achieved through effective motivation. The study recognizedthat incentives, job security, employee and employer relation,salary, good supervision, and effective communication encourage goodperformance (Nauta 2009, p.917).

Eugeneet al (2000, p.63)

Theabove graph show factors that motivate employees at workplace

Conclusion

Thisstudy indicates that hygiene factors are essential to improve theperformance of employees. The hygiene factors form a basis foreffective employee motivation .These factors are job security,working condition, performance assessment, and supervision. The studyalso shows that some extrinsic and intrinsic motivators encouragehigh performance.

Questionnaire

Employee MotivationQuestionnaire

Employeemotivation at the work place

___ _

Age_ Ethnicity__

MaritalStatus_ Religion___

Physicallocation___

Therespondent is required to complete the survey. These answers help themanagement to identify and implement the methods that recognize andreward employee efforts at the workplace. Also, the survey willreview specific conditions faced by employees based on differentfactors that lead to high motivation at the working place. Thequestionnaire should not take more than twenty minutes to fill.

Thelisted below statements in the questionnaire relate to variousfactors that affect employee performance due to inadequate motivation(Eugene et al 2000, p.61). You are required to indicate how much youdisagree or agree with each factor by ticking the appropriate answer.

Strongly Disagree

Disagree

Neither Disagree nor Agree

Agree

Strongly Agree

Positive Reinforcement

1. The work that I do is appropriately motivated

2. The work that I do can make a difference in this company

3. Rewards, promotions, job satisfaction, job security motivates me to work harder

4. Challenges at the work place affects my ability to work

5. My age bracket is the basis for my low performance/high performance

6. The changes in the company affects my motivation

Satisfaction of employees’ needs

7. I feel that the company values my needs

8. I would like the mission, vision, and principles of the company to change

9. The management style requires some improvements

10. I feel that the leadership style used encourage effective communication

11. The position I hold offers satisfaction to me

12. I feel that my job performance is sufficiently recognized

13. My ethnicity affects my ability to work harder

Base rewards on job performance

14. The reward system offers some benefits to me.

15. I feel like the duration I have worked for the company is not well appreciated by the management

16. I feel like I am discriminated against during incentives due to my marital status and religion

17. If give an opportunity, I will Change my employer

18. I have freedom to work independently with no supervision

19. I have a good relationship with the leaders and managers

20. I would like to be involved in decision making of the company

Eugeneet al (2000, p.61)

References

Armstrong,M, 2001, HumanResource Management Practice,Kogan Page Limited: London.

Eugene,F, &amp Rodney, C, 2000, Achievement and Power Motives, PerformanceFeed Back and Creativity, Journalof Research in Personal,4 (27), 30-65.

Grant,M, 2007, Relational Job Design and the Motivation to Make a ProsocialDifference, Academyof Management Review, 3(32),393-417.

Karen,K, 2005, HumanResource Management,Palgrave Macmillan: London.

Nauta,A, 2009, Self-interest and other-orientation in OrganizationalBehavior: Implications for Job Performance, Prosocial Behavior, andPersonal Initiative, Journalof Applied Psychology, 9(41),913-926.