Lack of Employee Motivation in Organizations: Analysis and Evaluation

This assignment discusses the management problem of lack of employee motivation in organizations. The research question and objectives are stated, and the proposed analysis of results is discussed. The demotivation factors and their impacts are also highlighted.

Managerial Project
Name: Faraaz Abdul Khader
University of Sunshine Coast
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Executive Summary
The purpose of this assignment is to outline the progress to date and the indication of the analysis
and evaluation to be integrated in the final report. The management problem identified is lack of
motivation of employees in an organization. This is justified by the high number of complaints in
the employment sector due to demotivation factors. In the research question and objectives will
state the statement of research question and further give the research objectives.
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Tables of Contents
Executive Summary………………………………………………………………………………………………………………….…i
List of Figures…………………………………………………………………………………………………………………………...iii
List of Tables……………………………………………………………………………………………………………………….…….iv
List of Abbreviations…………………………………………………………………………………………………………………..v
1. Introduction.........................................................................................................................................5
1.1 Purpose..............................................................................................................................................6
1.2 Background and significance.............................................................................................................6
1.3 Research question and objectives......................................................................................................6
1.4 Research boundaries..........................................................................................................................7
1.5 Report outline....................................................................................................................................7
2 Literature review/theoretical framework...............................................................................................7
2.1 Introduction.................................................................................................................................8
2.2 Topic 1.........................................................................................................................................8
3 Methodology........................................................................................................................................8
3.1 Introduction.......................................................................................................................................9
3.1 Research approach and justification..................................................................................................9
3.3 Details of specific data collection techniques..................................................................................10
4 Proposed analysis of results................................................................................................................14
5 Conclusion..........................................................................................................................................15
6 References..............................................................................................................................................16
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List of Figures
None
List of Tables
None
List of Abbreviations
None
1. Introduction
1.1 Purpose
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Various employees suffer from various issues regarding demotivation factors, leadership,
management and employee motivation as well as lack of effective communication system. This
is because many individuals complain of being demotivated in the employment sector. It should
be taken into account that when motivational factors are applied based on the individuals and
company's needs; they actively help to establish job satisfaction. If used effectively, they have
the potential to motivate individuals to work together as a team and attain above-average efforts
and performance. In addition, motivation makes employees garner self-confidence in handling
their work.
1.2 Background and significance
People focus on the result, and their full potential can be tapped. However, low
motivation lead to increased staff turnover and productivity goes down. Further, a low level of
motivation in an organization means a high rate of absenteeism and the result is a loss of
customers due to poor services1. Additionally, the reputation of the firm plummets, and this can
result in its downfall.
1.3 Research question and objectives
The following are the statement of research questions and objectives
1. What are the demotivation factors that exist in any organization?
2. What are the impacts of the demotivation factors in an organization setting?
1 M Buble, A Juras, & I Matić, The relationship between managers' leadership styles and
motivation. Management: Journal of Contemporary Management Issues (4th ed, 2014)
89.
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This objective of research is to allow the organization to recognize new concepts regarding
different involvement.
1.4 Research boundaries
Several researchers have already conducted studies and analyses relative to the research
statements. In looking at them, it is likely to gain understanding on several features including
appropriate theories, the causes for demotivation of employees, the adversarial effects that come
with this behaviour, and the kinds of support that are accessible.
1.5 Report outline
In addition, project workforces will get the chance to reflect on policies and diverse
involvement methods that are used with these groups of employees. This consideration will make
them better at the organization where they work in and can recognize the strengths that need to
continue in addition to problem solving in the areas that need more strength.
2 Literature review/theoretical framework
Herzberg's two-factor model comprises hygiene factors that are not meant to increase
motivation but are essential for preventing dissatisfaction among employees2. According to this
theory, motivational factors are those that would lead to improved performance to the highest
level possible. On the other hand, hygiene factors depended on the needs of an organization or
business which help to reduce or avoid unpleasantness at work. Herzberg contends that intrinsic
2 C Cerasoli, J Nicklin & M Ford, Intrinsic motivation and extrinsic incentives jointly
predict performance: A 40-year meta-analysis. Psychological Bulletin, (4th ed, 2014) 45.
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and extrinsic motivators create an inverse relationship. The reason is that inherent motivators
tend to generate motivation while extrinsic ones tend to reduce it. Intrinsic motivators are those
factors that relate to challenging work, relationships in workplaces, recognition and potential
growth opportunities. These are some of the things that directly linked to employees' job
satisfaction3.
2.1 Introduction
Herzberg's theory applies to any organization because the situation at hand involves poor
supervision, international relations and job security. These motivational factors lead to positive
job attitude because they gratify the need for employee self-actualization. Lack of satisfaction
among the employees working for any organization has led to dissatisfactions and poor job
performance currently experienced in many organizations. Further, the same has resulted to
turnover because the present demotivation factors cause negative attitude towards the
organization.
2.2 Topic 1
Attitude significantly influences the way people relate, and duties are done in the in an
organization. The turnover effect due to the negative attitude arises from psychological or
physical withdrawal from responsibility. This is the case with many organizations as it is clear
that employee forge sickness to make sure they do not report to work. It is equally imperative to
note that Herzberg's model applies to the underlying case because supervisors play a critical role
3 S Jadoo, S Aljunid, Dastan, R Tawfeeq, Job satisfaction and turnover intention among
Iraqi doctors-a descriptive cross-sectional multicentre study. Human resources for
health, (6th ed, 2015) 34.
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in overseeing job satisfaction4. The managers and leaders in an organization need to provide
recognition to the employees instead of taking credit for their work. As such, they need to
organize and plan effectively to achieve this.
3 Methodology
The research targets could be understood through a qualitative method. The investigator
decided to conduct semi-structured interviews of the workers in the organization. This method
proved helpful in numerous methods. The questionnaires that were given to the employees were
flexible that permitted all of them to offer as much explanations as they needed, a feature that
could not have been possible if the questions were not flexible. The interviews were direct, and
the assessor was only in charge for questioning a problem and letting the respondent to give a
response5.
3.1 Introduction
The individual interactions similarly permitted for the acknowledgement of conducts and
sentiments that were beneficial in a better understanding of the responses the participants
provided. In addition, this method assisted to increase understanding of the study problem from
4 Keyton, J., Caputo, J. M., Ford, Investigating verbal workplace communication behaviours.
Journal of Business Communication (3rd ed, 2013) 39.
5 D Birch, The job generation process. Unpublished Report, Massachusetts Institute of
Technology, prepared for the Economic Development Administration of the U.S. Department of
Commerce, Washington D.C. (5th ed, 2009) 78.
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the perspective of workers. The opinions of the six members availed sufficient evidence that
would be split into a number of subjects.
3.1 Research approach and justification
The choice of the members followed a particular condition. First, the persons must have
been employees of the organization to make sure that they were conversant about the working
condition and the experience on behalf of others. The least knowledge amongst these specialists
was five months while the person with the most knowledge had been doing this kind of
employment for twenty years6. This condition could make sure that their opinions were coming
from the several interactions they had with the other employees, and the diverse features they
had witnessed. In addition, the respondents were required to have the capability to give
comprehensive material relative to the interview queries. It was essential that these people be
prepared to dialogue. Any individual that did not meet this condition was not approached to take
the role in the interview7.
Each interview conducted to the employees took at least 30 minutes to permit for each
member to entirely reveal and express themselves. Once all the questions were answered, the
interview was then resolved whereby the interviewee were acknowledged for accepting to take
part in the research as well as being informed that their involvement was greatly appreciated.
6 Birch, David, Job Creation in America, How our smallest companies put the most people to
work, (The Free Press, New York, 2017) 5.
7 Edmiston, Kelly, The Role of Small and Large Businesses in Economic Development. Economic
Review, (4th ed, 2008,) 93.
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Appreciation was similarly shown to these employees for the imperative responsibility they took
in safeguarding the future of a noteworthy number of employees8.
3.3 Details of specific data collection techniques
Based on the information in the research methodology, various factors have led to
demotivation within the organization. The first factor displayed by the employees at the
organization concerns a lack of effective communication between the administration and staff.
The employees are terrified of control so much that it impacts their capacity to communicate
with management personnel. The employees believe that the managers do not consider what is
required to get the work completed as the management treated them as incompetent as this
emasculates the entire staff9.
Secondly, poor relationship with peers and supervisors is the other demotivation factor.
This is well illustrated by the fact that some of the employees have dominated others in the same
position. Similarly, employees are not comfortable speaking in conferences. Another element
that shows job insecurity is doing much of the work while others receive credit. The lack of
effective communication has exacerbated the issues10. In any company, all workers need to feel a
8
Edmiston, Kelley, The Role of Small and Large Businesses in Economic Development.
Economic Review ((2008) 34.
9 Hope, John, Mackin, Patrick, The Relationship Between Employee Turnover and Employee
Compensation in Small Business". Small Business Research Summary (4th ed, 2007) 308.
10 P Falcone & W Tan, The Performance Appraisal Tool Kit : Redesigning Your Performance
Review Template to Drive Individual and Organizational Change. (New York: AMACOM
(2013) 34.
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sense of longevity and security as they perform their tasks. The employer or management must
help in this by regularly setting objectives and coaching employees.
Several negative impacts can arise from the above two demotivation factors. First, lack of
communication in the organization means poor alignment of employees and expectation. When
this happens, employees do not have a clear comprehension of how success would look like in
their job. It is difficult for people to access when they are not sure what they should be excelling
in. Secondly, poor relationships with peers and supervisors in the work environment results in
hostility that in return leads to low confidence in some of them. In addition, managers who rule
by instilling fear in people, negativity and rigid control cause the development of anxiety and
fear among the employee. Workers begin to lack trust that they can get things accomplished.
Further, due to fear of communication, employees are less likely to take risks or even
bring up new ideas because they develop fright of being attacked. Therefore, over time, the
managers face a problem of attracting workers and new talent to the current workforce. This is
because few people want to work for such a manager11. In addition to this, poor relations in the
workplace present financial issues as the matter may relate to recruitment which cost money.
Moreover, this is one of the great examples of the disastrous effects of peer relationship
problems in any organization setting because the moment the customers realize the staff is not
working,
They seek services elsewhere, leading to significant loss of revenue. Such a loss would be
devastating to the organization.
11 W Sauser & R Sims, Legal and Regulatory Issues in Human Resources Management.
Charlotte, NC: (Information Age Publishing, 2015) 36.
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Lack of clear vision and objective in the organization confuses employees because of
fuzzy expectation, as individuals do not understand their roles. Everyone can only achieve the
goal set in a company is working towards them. With clear communication, it is possible to
attain any real objective as workers are aware of what is required from and enable them to focus
their energy in that direction. Similarly, poor relations in the workplace, lead to reduced
employee morale that can decrease to a point where individuals no longer care for the
organization.
Looking at the research problem from the perspective of workers has exhibited the
experiences of these professionals in dealing with workers. These social workers have illustrated
that they are critical in the betterment of the youth. Therefore, it would be imperative to involve
them in coming up with effective interventions or policies targeted at helping the employees. In
so doing, better outcomes can be realized whereby more employees can transition into
meaningful lives12. An understanding of these findings is also instrumental in the social work
field. It is because acknowledging the societal problem of employees and designing ways to
resolve this matter furthers the goal of ensuring optimal wellbeing of the community members.
These workers have identified various undertakings that would aid in reducing the
demotivation, which would, in turn, help in lessening the rate of boredom at work. A majority of
these suggestions address the errors that various authorities have been making, and if the persons
in those positions could act, this societal problem would diminish. The first entity is that of the
government, which needs to be more proactive in reducing the prevalence demotivation in
12 K Stroh, Flexible schedules make powerful perks". Flextime: Myth or Reality? (2007) 12–14.
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government offices13. There have been numerous cuts in youth services, an action that needs to
be halted. When various youth services are available, the young people get secure places to visit
and interact with friends. Their level of boredom will also diminish due to having different
activities that they can engage in when they are free. The second essential entity that the research
has revealed is that of the learning institutions. Schools should integrate extensive material in
their curriculums concerning motivation at work. When pupils learn how to get motivated at
work they may do their best14. Thirdly, the social work sector needs to ensure more training for
all the workers. There are some workers that are designated to work with young people yet they
are ignorant on some aspects related demotivation. When the support for workers offer is based
on comprehensive knowledge regarding this problem, better outcomes would be achieved where
more young people would get help. In this way, the goal of preparing them to live meaningful
lives can be realized15.
Several strategies, if implemented, can thereby be adopted by the various authorities to
aid in dealing with this working problem. Firstly, there should be a focus on the general working
condition whereby several undertakings can be implemented to encourage or at least motivate
the workers. This objective can be realized through various information campaigns where the
managers ensure they do their best in ensuring they motivate their employees. Getting several
13 D Burrus D Burud, S Klun, Flexible rightsizing as a cost-effective alternative to layoff: A
cost/benefit analysis tool and guide for human resources, organizational and business leader.
(Allience for Work-Life Progress, 2009) 1–9.
14 M Alan, Translating Employee Engagement Research into Practice . Organizational
Dynamics. Special Issue: Employee Engagement (2017) 56.
15 K Skemp-Arlt, R Toupence, The administrator's role in employee motivation. (Coach &
Athletic Director, 2017) 28–34.
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community members in these initiatives would enhance the accomplishment of the desired
effect. Putting in place recreation facilities is another important tool in ensuring all employees
remain motivated to their works16.
4 Proposed analysis of results
A survey is a great communication system that would substantially help to determine
what motivates each of the individuals at work17. As a manger, it will be crucial to seat with each
employee and asked them questions to establish what they think and feel about focusing on
addressing communication gaps that presently exist. Some of the issues would be what they like
about their current positions and job and how they feel when interacting with each other as well
as how they would want to be shown appreciation for their job. Further, it would be fundamental
to ask them how they would like to be treated when they make mistakes. These questions should
serve as the basis for establishing what their self-motivators are18.
In addition, make a point of using them consistently to change the current situation. Once
all the essential motivators are noted, it will be crucial to reinforce the behavior continuously.
However, the assessment may not help to deal with all the communication issues atwork. To
address the act of employees being afraid of the supervisors, it will be imperative to use
16 Silberstein, Shula Asher. The hierarchy of needs for employees. (5th ed, 2012) 45.
17 J D'Souza, M Gurin, The universal significance of Maslow's concept of self-actualization. The
Humanistic Psychologist. (2nd ed, 2016). 44.
18 Damij, Nadja; Levnajic, Zoran, What Motivates Us for Work . PLOS one . (6th ed, 2017) 90.
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communication that is more direct and implement a formal chain of command between peers as
they will know who is in charge. This will help to reduce confusion when it comes to who is in
charge of what. As such, they will not feel the need to overlap bounds and peers try to boss each
other around19.
According to Jadoo et al. (2015), a survey is a great way to know the behavior of
employees and what motivates them to reinforce them continually. By asking questions, one can
identify critical motivational factors that can be emphasized among workers in a company.
Keyton et al. (2013) assert that employees are motivated and empowered when there is a
transparent system of communication which includes a chain of command20. This is the kind of
interaction where information flows from individuals at different levels systematically without
confusing.
5 Conclusion
Indeed, organizations faces significant employee motivation issues. Based on the
information given, the facility suffers from a lack of effective communication and poor work
relationships, which affect it adversely. However, more open communication and application of
intrinsic motivational factors are needed for overall improvement in work environment and
19 K Skemp-Arlt, R Toupence, The administrator's role in employee motivation. (Coach &
Athletic Director, 2007) 30.
20 Miner, B John, Organizational Behavior 1: Essential Theories of Motivation and Leadership .
Routledge. (2015) 56.
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revenue. It is also good to have performance appraisals in order to motivate employees.
Performance appraisal is the review of an employee’s contribution to the organization. It reviews
their work, achievements or lack of during a specified period and is done annually. In the
appraisal, the employee is vetted to understand their abilities and potential for future growth.
6 References
M Buble, A Juras & I Matić, The relationship between managers' leadership styles and
motivation. Management: Journal of Contemporary Management Issues (2014).
C Cerasoli, J Nicklin, & M Ford, Intrinsic motivation and extrinsic incentives jointly predict
performance: A 40-year meta-analysis. Psychological Bulletin, (2014).
Name and student ID
16

S Jadoo, S Aljunid, I Dastan, R Tawfeeq, Job satisfaction and turnover intention among Iraqi
doctors-a descriptive cross-sectional multicentre study. Human resources for health, ,
(2015).
J Keyton, J Caputo, E Ford, Investigating verbal workplace communication behaviours. Journal
of Business Communication (2013).
D Birch, The job generation process. Unpublished Report, Massachusetts Institute of
Technology, prepared for the Economic Development Administration of the U.S.
Department of Commerce, Washington D.C. (2009).
Birch, David, Job Creation in America, How our smallest companies put the most people to
work, (The Free Press, New York, 2017).
Edmiston, Kelly, The Role of Small and Large Businesses in Economic Development. Economic
Review , (2010).
Edmiston, Kelley, The Role of Small and Large Businesses in Economic Development. Economic
Review 92.2: 73-97. Academic Search Complete. (2008).
Hope, John B Mackin, C Patrick, The Relationship Between Employee Turnover and Employee
Compensation in Small Business. Small Business Research Summary. (2007).
P Falcone & W Tan, The Performance Appraisal Tool Kit : Redesigning Your Performance
Review Template to Drive Individual and Organizational Change. (New York:
AMACOM, 2013).
W Sauser & Sims, Legal and Regulatory Issues in Human Resources Management. Charlotte,
NC: (Information Age Publishing, 2015).
Name and student ID
17

K Stroh, Flexible schedules make powerful perks. Flextime: Myth or Reality? (2007).
D Burrus, S Burud, S Klun, K Lingle, Flexible rightsizing as a cost-effective alternative to
layoff: A cost/benefit analysis tool and guide for human resources, organizational and
business leader". (Allience for Work-Life Progress, 2009).
M Alan, Translating Employee Engagement Research into Practice" . Organizational
Dynamics . Special Issue: Employee Engagement (2017).
K Skemp-Arlt, R Toupence, The administrator's role in employee motivation. (Coach & Athletic
Director, 2007).
Silberstein, Shula Asher. The hierarchy of needs for employees. (2012).
J D'Souza, M Gurin, The universal significance of Maslow's concept of self-actualization. The
Humanistic Psychologist (2016).
Damij, Nadja; Levnajic, What Motivates Us for Work. (PLOS one, 2017).
K Skemp-Arlt, R Toupence, The administrator's role in employee motivation. (Coach & Athletic
Director, 2007).
Miner, B John, Organizational Behavior 1: Essential Theories of Motivation and Leadership.
(Routledge, 2015)
Name and student ID
18

Name and student ID
19