Employee Motivation in Charitable and Profit Organizations
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This assignment explores the concept of employee motivation in both charitable and profit organizations. It delves into the application of various motivational theories, including Hertzberg's Two-Factor Theory, Maslow's Hierarchy of Needs, and Expectancy Theory. The document also examines how offering regular feedback with work-based rewards, flexible working hours, and fair pay can increase employee motivation in these settings.
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Running head: EMPLOYEE MOTIVATION IN CHARITABLE AND PROFIT
ORGANIZATION
Employee Motivation in Profit and Charitable Organization
Name of the University:
Name of the Student:
Authors Note:
ORGANIZATION
Employee Motivation in Profit and Charitable Organization
Name of the University:
Name of the Student:
Authors Note:
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1EMPLOYEE MOTIVATION IN CHARITABLE AND PROFIT ORGANIZATION
Introduction
Purpose
The discussion considers several theories such as Herzberg and Maslow’s theories of motivation.
This report shall also help in understanding the difference in motivating employees for the profit
and non-profit organizationss.
The scope of the review
This literature review has the scope in explaining the discussion forum, the common
themes discussed are job satisfaction, organizational culture, personality, motivational theories,
team role and cohesiveness and change management.
Criteria used for literature review
Eight valid reviews on the literature review topic is selected to analyse the literature
present on this topic. Certain theries and concepts regarding thee topic is gathered from the week
reviews. Employee motivation can be defined as the level of commitment and creativity which
acts as an internal drive influencing employee’s behavior. The non-profit organization human
resources are the core value as such organizations have no other resources (e.g. financial
resources) available to them (Miner 2015). Usually, managers spend most of their time in
managing the people as they are the basic production input. Every organization intends to create
a motivating atmosphere in the organization that must be satisfying intrinsically and
extrinsically. This discussion is regarding the employee motivation in non-profit organization
where there are limited financial resources to satisfy or motivate the employees. This discussion
Introduction
Purpose
The discussion considers several theories such as Herzberg and Maslow’s theories of motivation.
This report shall also help in understanding the difference in motivating employees for the profit
and non-profit organizationss.
The scope of the review
This literature review has the scope in explaining the discussion forum, the common
themes discussed are job satisfaction, organizational culture, personality, motivational theories,
team role and cohesiveness and change management.
Criteria used for literature review
Eight valid reviews on the literature review topic is selected to analyse the literature
present on this topic. Certain theries and concepts regarding thee topic is gathered from the week
reviews. Employee motivation can be defined as the level of commitment and creativity which
acts as an internal drive influencing employee’s behavior. The non-profit organization human
resources are the core value as such organizations have no other resources (e.g. financial
resources) available to them (Miner 2015). Usually, managers spend most of their time in
managing the people as they are the basic production input. Every organization intends to create
a motivating atmosphere in the organization that must be satisfying intrinsically and
extrinsically. This discussion is regarding the employee motivation in non-profit organization
where there are limited financial resources to satisfy or motivate the employees. This discussion
2EMPLOYEE MOTIVATION IN CHARITABLE AND PROFIT ORGANIZATION
specifically relates to the satisfaction of employees at charitable and profit organizations (Chow,
Lai and Loi 2015).
Discussion
Historical background of the topic
According to Feng et al. (2016) the motivation can be understood as the willingness to
exert increased levels of effort in attaining organizational goals conditioned by efforts capability
in order to satisfy the company’s needs. Gerhards (2015) revealed the most effective ways in
which the profit and charitable companies can maintain competent management and leadership.
The companies can also retain its talent to attain intangible advantages such as recognition,
flexible hours and respect along with offering important training and career development.
Methodologies
Reinforcement theory is observed to be another employee motivation theory that is
applicable in both the profit and charitable organizations. Hauser (2014) supported this fact
through revealing that in this theory behavior is a function of its consequences. The factors that
controls employee behaviors are described as reinforces that can be understood as consequences
flowed by a response which increases probability of a repeating behavior. In contrast, Fang et al.
(2016) explained in their research that several charitable organizations including NGO’s consider
implementing operating conditioning that is an employee behaviorism theory. The operant
conditioning employee behavior motivation theory is implemented by most charitable companies
in which this organization ensures that a type of conditioning is in which desired voluntary
behavior results in reward or helps in preventing punishment. Through observing the
motivational factors of employees in NGO’s it has been observed that there are two types of
specifically relates to the satisfaction of employees at charitable and profit organizations (Chow,
Lai and Loi 2015).
Discussion
Historical background of the topic
According to Feng et al. (2016) the motivation can be understood as the willingness to
exert increased levels of effort in attaining organizational goals conditioned by efforts capability
in order to satisfy the company’s needs. Gerhards (2015) revealed the most effective ways in
which the profit and charitable companies can maintain competent management and leadership.
The companies can also retain its talent to attain intangible advantages such as recognition,
flexible hours and respect along with offering important training and career development.
Methodologies
Reinforcement theory is observed to be another employee motivation theory that is
applicable in both the profit and charitable organizations. Hauser (2014) supported this fact
through revealing that in this theory behavior is a function of its consequences. The factors that
controls employee behaviors are described as reinforces that can be understood as consequences
flowed by a response which increases probability of a repeating behavior. In contrast, Fang et al.
(2016) explained in their research that several charitable organizations including NGO’s consider
implementing operating conditioning that is an employee behaviorism theory. The operant
conditioning employee behavior motivation theory is implemented by most charitable companies
in which this organization ensures that a type of conditioning is in which desired voluntary
behavior results in reward or helps in preventing punishment. Through observing the
motivational factors of employees in NGO’s it has been observed that there are two types of
3EMPLOYEE MOTIVATION IN CHARITABLE AND PROFIT ORGANIZATION
reinforces or outcomes that includes positive and negative reinforcement. Positive reinforcement
is understood as an event that is employed by most charitable companies in increasing the
occurrence of certain responses. On the other hand, negative reinforcement is observed to be
certain event when removed enhances the response frequency. Considering the same, Hauser
(2014) evidenced that in order to maintain desired behavior of the employees certain profit
organizations considers elimination of a response because of reinforcement discontinuation.
They also consider continuous reinforcement in which these profit organizations can praise all its
employees for all the correct responses. Moreover, partial reinforcement is also maintained by
the profit organizations in which they consider rewarding their employees in a variable or non-
continuous manner.
Critic
Mostafa, Gould‐Williams and Bottomley (2015) explained in their research that equity
theory is highly implemented within the charitable organizations in which the employee
compares their job outcomes or inputs in comparison to relevant others and then considers
correcting for any inequity. There are certain choices selected by the charitable organizations in
dealing with inequity. These choices include changing inputs or shack off, change outcomes or
increasing output and through changing self perceptions. Moreover, several profit organizations
also consider certain choices in order to deal with inequity that includes changing the perception
of others, selecting a different referent person and leaving the field or job. Considering such
scenario, Mustafa, Gould‐Williams and Bottomed (2015) revealed in consideration to previous
literature that there are certain propositions related to inequitable pay. Over-rewarded hourly
employees produce more than equitability rewarded employees and the over rewarded price
work employees’ produces less but does a better quality piece work. It is also gathered that over-
reinforces or outcomes that includes positive and negative reinforcement. Positive reinforcement
is understood as an event that is employed by most charitable companies in increasing the
occurrence of certain responses. On the other hand, negative reinforcement is observed to be
certain event when removed enhances the response frequency. Considering the same, Hauser
(2014) evidenced that in order to maintain desired behavior of the employees certain profit
organizations considers elimination of a response because of reinforcement discontinuation.
They also consider continuous reinforcement in which these profit organizations can praise all its
employees for all the correct responses. Moreover, partial reinforcement is also maintained by
the profit organizations in which they consider rewarding their employees in a variable or non-
continuous manner.
Critic
Mostafa, Gould‐Williams and Bottomley (2015) explained in their research that equity
theory is highly implemented within the charitable organizations in which the employee
compares their job outcomes or inputs in comparison to relevant others and then considers
correcting for any inequity. There are certain choices selected by the charitable organizations in
dealing with inequity. These choices include changing inputs or shack off, change outcomes or
increasing output and through changing self perceptions. Moreover, several profit organizations
also consider certain choices in order to deal with inequity that includes changing the perception
of others, selecting a different referent person and leaving the field or job. Considering such
scenario, Mustafa, Gould‐Williams and Bottomed (2015) revealed in consideration to previous
literature that there are certain propositions related to inequitable pay. Over-rewarded hourly
employees produce more than equitability rewarded employees and the over rewarded price
work employees’ produces less but does a better quality piece work. It is also gathered that over-
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4EMPLOYEE MOTIVATION IN CHARITABLE AND PROFIT ORGANIZATION
rewarded hourly employees to produce lower work quality. In addition, the under rewarded
employees are deemed to produce increased quantities of inferior quality piece work in
comparison to equitably rewarded employees.
Previous literature on expectancy theory focused on by Hauser (2014) gathered that an
individual is likely to act in a particular manner relied on the expectation that some act will be
followed by a particular outcome and on the attractiveness of such outcome to the individual.
Considering the same, the charitable organizations intend to maintain effort performance linkage,
performance reward linkage as well as attractiveness of the work performed by employees in the
company. It has been evidenced that in the profit organizations attempts to maintain effort
performance relationship. There is a probability that exerting a desired amount of effort can
result in improved employee performance. On the other hand, the profit organizations attempts to
maintain performance reward relationship that has a belief that performing at a specific level can
result in attainment of a desirable result.
Certain other hygiene factors that are maintained by charitable organizations in
increasing their job satisfaction includes salary, relationship with the peers, personal life,
relationship with the subordinates, status along with security. Pinder (2014) elaborated in their
research that there are certain motivators used by both the charitable as well as profit
organization in order to increase job satisfaction for its employees. These motivators include
feeling of achievement, recognition by accomplishments, and the work of employees, increased
responsibility, increased growth opportunities and the efficient advancement opportunities.
Hauser (2014) evidenced in their research about the effectiveness and implementation of
achievement motivation theory within the profit as well as charitable organizations. Most of the
profit organizations understand the need for achievement (nArch) and for this reason they
rewarded hourly employees to produce lower work quality. In addition, the under rewarded
employees are deemed to produce increased quantities of inferior quality piece work in
comparison to equitably rewarded employees.
Previous literature on expectancy theory focused on by Hauser (2014) gathered that an
individual is likely to act in a particular manner relied on the expectation that some act will be
followed by a particular outcome and on the attractiveness of such outcome to the individual.
Considering the same, the charitable organizations intend to maintain effort performance linkage,
performance reward linkage as well as attractiveness of the work performed by employees in the
company. It has been evidenced that in the profit organizations attempts to maintain effort
performance relationship. There is a probability that exerting a desired amount of effort can
result in improved employee performance. On the other hand, the profit organizations attempts to
maintain performance reward relationship that has a belief that performing at a specific level can
result in attainment of a desirable result.
Certain other hygiene factors that are maintained by charitable organizations in
increasing their job satisfaction includes salary, relationship with the peers, personal life,
relationship with the subordinates, status along with security. Pinder (2014) elaborated in their
research that there are certain motivators used by both the charitable as well as profit
organization in order to increase job satisfaction for its employees. These motivators include
feeling of achievement, recognition by accomplishments, and the work of employees, increased
responsibility, increased growth opportunities and the efficient advancement opportunities.
Hauser (2014) evidenced in their research about the effectiveness and implementation of
achievement motivation theory within the profit as well as charitable organizations. Most of the
profit organizations understand the need for achievement (nArch) and for this reason they
5EMPLOYEE MOTIVATION IN CHARITABLE AND PROFIT ORGANIZATION
consider increase employees drive to excel in their respective work. These companies make sure
that they perform in compliance with the set of standards along with having an increased drive to
succeed. The profit organizations increase the need for power (nPow) among its employees in
order to make them behave in a manner that they would not have otherwise behaved. Need for
affiliation (nAff) is also maintained by the several charitable organizations in which they try to
motivate employees in maintaining friendly and close interpersonal relationships. Feng et al.
(2016) revealed in their research that the achievers in both the charitable and profit companies
prefer jobs that provide personal responsibility, feedback along with moderate risks.
Lau and Roopnarain (2014) explained in their research that observational learning is also
an effective type of employee motivation theory in which employees within the profit
organizations can learn through simply observing the behavior of employees. At the time the task
within a profit organization is simple, implementation of organizational learning process is can
be immediate and complete. Considering the same, it can be said that in order to enhance the
ability to generate such behavior the employees in the profit organizations must be able to
perform the act. For doing the same, there must be certain motivation factor for these employees
such as rewards so that they can perform their assigned work in a satisfied manner. Previous
research conducted by Lau and Roopnarain (2014) on goal setting theory explained that there
should be difficult and specific goals with goal feedback that can result in higher performance of
employees within profit as well as the charitable organizations. Most of the profit organizations
these days focus on maintaining self efficacy that considers employees belief that they are
capable of carrying out some assigned tasks. Considering the same, it can be said that the profit
organizations are more likely to attain a common organizational goal in order to attain high self
efficacy. On the other hand, the charitable organizations attempts to increase self efficacy
consider increase employees drive to excel in their respective work. These companies make sure
that they perform in compliance with the set of standards along with having an increased drive to
succeed. The profit organizations increase the need for power (nPow) among its employees in
order to make them behave in a manner that they would not have otherwise behaved. Need for
affiliation (nAff) is also maintained by the several charitable organizations in which they try to
motivate employees in maintaining friendly and close interpersonal relationships. Feng et al.
(2016) revealed in their research that the achievers in both the charitable and profit companies
prefer jobs that provide personal responsibility, feedback along with moderate risks.
Lau and Roopnarain (2014) explained in their research that observational learning is also
an effective type of employee motivation theory in which employees within the profit
organizations can learn through simply observing the behavior of employees. At the time the task
within a profit organization is simple, implementation of organizational learning process is can
be immediate and complete. Considering the same, it can be said that in order to enhance the
ability to generate such behavior the employees in the profit organizations must be able to
perform the act. For doing the same, there must be certain motivation factor for these employees
such as rewards so that they can perform their assigned work in a satisfied manner. Previous
research conducted by Lau and Roopnarain (2014) on goal setting theory explained that there
should be difficult and specific goals with goal feedback that can result in higher performance of
employees within profit as well as the charitable organizations. Most of the profit organizations
these days focus on maintaining self efficacy that considers employees belief that they are
capable of carrying out some assigned tasks. Considering the same, it can be said that the profit
organizations are more likely to attain a common organizational goal in order to attain high self
efficacy. On the other hand, the charitable organizations attempts to increase self efficacy
6EMPLOYEE MOTIVATION IN CHARITABLE AND PROFIT ORGANIZATION
through task master by means of performance attainment. The profit organizations also take into
consideration to maintain vicarious experience of observing others to perform in a similar
manner along with the verbal persuasion in increasing self efficacy among employees.
Mostafa, Gould‐Williams and Bottomley (2015) explained in their research that equity
theory is highly implemented within the charitable organizations in which the employee
compares their job outcomes or inputs in comparison to relevant others and then considers
correcting for any inequity. There are certain choices selected by the charitable organizations in
dealing with inequity. These choices include changing inputs or shack off, change outcomes or
increasing output and through changing self perceptions. Moreover, several profit organizations
also consider certain choices in order to deal with inequity that includes changing the perception
of others, selecting a different referent person and leaving the field or job. Considering such
scenario, Mustafa, Gould‐Williams and Bottomed (2015) revealed in consideration to previous
literature that there are certain propositions related to inequitable pay. Over-rewarded hourly
employees produce more than equitability rewarded employees and the over rewarded price
work employees’ produces less but does a better quality piece work. It is also gathered that over-
rewarded hourly employees to produce lower work quality. In addition, the under rewarded
employees are deemed to produce increased quantities of inferior quality piece work in
comparison to equitably rewarded employees.
General Conclusion
The profit organizations are also observed to offer tangible benefits such as mobile
phone, laptop and cars along with providing competitive salaries and cash bonuses in order to
increase motivation of its employees that can retain them for years. Previous researches of Miner
through task master by means of performance attainment. The profit organizations also take into
consideration to maintain vicarious experience of observing others to perform in a similar
manner along with the verbal persuasion in increasing self efficacy among employees.
Mostafa, Gould‐Williams and Bottomley (2015) explained in their research that equity
theory is highly implemented within the charitable organizations in which the employee
compares their job outcomes or inputs in comparison to relevant others and then considers
correcting for any inequity. There are certain choices selected by the charitable organizations in
dealing with inequity. These choices include changing inputs or shack off, change outcomes or
increasing output and through changing self perceptions. Moreover, several profit organizations
also consider certain choices in order to deal with inequity that includes changing the perception
of others, selecting a different referent person and leaving the field or job. Considering such
scenario, Mustafa, Gould‐Williams and Bottomed (2015) revealed in consideration to previous
literature that there are certain propositions related to inequitable pay. Over-rewarded hourly
employees produce more than equitability rewarded employees and the over rewarded price
work employees’ produces less but does a better quality piece work. It is also gathered that over-
rewarded hourly employees to produce lower work quality. In addition, the under rewarded
employees are deemed to produce increased quantities of inferior quality piece work in
comparison to equitably rewarded employees.
General Conclusion
The profit organizations are also observed to offer tangible benefits such as mobile
phone, laptop and cars along with providing competitive salaries and cash bonuses in order to
increase motivation of its employees that can retain them for years. Previous researches of Miner
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7EMPLOYEE MOTIVATION IN CHARITABLE AND PROFIT ORGANIZATION
(2015) revealed effectiveness of several employee motivation theories that can increase their
motivation within the company and can remain them for years. One of these motivational
theories that are explained by these researchers is Herzberg’s Two-Factor (Motivation-Hygiene)
Theory. In this theory the intrinsic factors are deemed to be associated with job satisfaction and
the extrinsic factors are deemed to be related with dissatisfaction. In the charitable organizations,
existence of certain hygiene factors are observed that includes factors like company policy and
administration, supervision along with salary that is suitable for a job and related employees.
Most of the charitable organizations have observed that if they maintain thee factors effectively,
most of them will not be satisfied. Previous research on two factor theory conducted by Lau and
Roopnarain (2014) elaborated that there are hygiene factors and motivators that are responsible
for job satisfaction within the profit organizations. Few of those hygiene factors that are
maintained by the profit organizations to increase employee job satisfaction include supervision,
company policy, and relationship with the supervisor and working conditions.
Mostafa, Gould‐Williams and Bottomley (2015) presented a research based on rewards
personal goals relationship in which most of the charitable organizations considers the degree to
which the rewards offered by companies satisfies goals or needs of employees. In this theory the
intrinsic factors are deemed to be associated with job satisfaction and the extrinsic factors are
deemed to be related with dissatisfaction. For such reasons, the NGOs as well as the profit
organizations must consider recognizing individual differences and must individualize awards
linking with performance in maintaining increased employee motivation.
(2015) revealed effectiveness of several employee motivation theories that can increase their
motivation within the company and can remain them for years. One of these motivational
theories that are explained by these researchers is Herzberg’s Two-Factor (Motivation-Hygiene)
Theory. In this theory the intrinsic factors are deemed to be associated with job satisfaction and
the extrinsic factors are deemed to be related with dissatisfaction. In the charitable organizations,
existence of certain hygiene factors are observed that includes factors like company policy and
administration, supervision along with salary that is suitable for a job and related employees.
Most of the charitable organizations have observed that if they maintain thee factors effectively,
most of them will not be satisfied. Previous research on two factor theory conducted by Lau and
Roopnarain (2014) elaborated that there are hygiene factors and motivators that are responsible
for job satisfaction within the profit organizations. Few of those hygiene factors that are
maintained by the profit organizations to increase employee job satisfaction include supervision,
company policy, and relationship with the supervisor and working conditions.
Mostafa, Gould‐Williams and Bottomley (2015) presented a research based on rewards
personal goals relationship in which most of the charitable organizations considers the degree to
which the rewards offered by companies satisfies goals or needs of employees. In this theory the
intrinsic factors are deemed to be associated with job satisfaction and the extrinsic factors are
deemed to be related with dissatisfaction. For such reasons, the NGOs as well as the profit
organizations must consider recognizing individual differences and must individualize awards
linking with performance in maintaining increased employee motivation.
8EMPLOYEE MOTIVATION IN CHARITABLE AND PROFIT ORGANIZATION
Conclusion
The objective of this essay was to reveal the employee motivation factors within
charitable and profit organizations. It is gathered from the essay that organizations must provide
flexible working hours to its employees for increasing employee engagement. However, it is
argued that Maslow’s hierarchy of needs may be inverted or un-sequential; esteem and self-
actualization needs may be of same significance as lower needs – physiological and safety needs.
The Herzberg’s two-factor theory states the two factors- satisfiers and dissatisfies that motivate
employees (Shields et al. 2015). The satisfiers can be defined as the motivators associated with
maintenance or hygiene such as responsibility, recognition, achievement and others. The
dissatisfaction factors are the extrinsic motivators based on the work environment such as
working conditions, peers, salary and others. An organization can be really frustrating if the
administrative policies and procedures are unclear.
Main agreements and disagreements in literature
It is argued that the NGOs are not provided with financial incentives that are seen in the
case of organizations with financial motive. The factors like good salary and healthy working
atmosphere is crucial for the employees (Van den Broeck et al. 2016). However, there is absence
of possibility to make a difference and seeing the outcomes of the work in the profit making
organizations. It may be argued that the two main factors as stated above are considered by the
NGOs. The non-profit organizations do not have big budgets and their spending is scrutinized in
a manner that the profit making organizations cannot imagine. The rewards are not always about
the money. The non-profit making organizations can capitalize on formal mentorship programs,
recognition programs and fostering a culture of trust and empowerment. Rewards encourage the
employees to do the right things that would also help them grow professionally.
Conclusion
The objective of this essay was to reveal the employee motivation factors within
charitable and profit organizations. It is gathered from the essay that organizations must provide
flexible working hours to its employees for increasing employee engagement. However, it is
argued that Maslow’s hierarchy of needs may be inverted or un-sequential; esteem and self-
actualization needs may be of same significance as lower needs – physiological and safety needs.
The Herzberg’s two-factor theory states the two factors- satisfiers and dissatisfies that motivate
employees (Shields et al. 2015). The satisfiers can be defined as the motivators associated with
maintenance or hygiene such as responsibility, recognition, achievement and others. The
dissatisfaction factors are the extrinsic motivators based on the work environment such as
working conditions, peers, salary and others. An organization can be really frustrating if the
administrative policies and procedures are unclear.
Main agreements and disagreements in literature
It is argued that the NGOs are not provided with financial incentives that are seen in the
case of organizations with financial motive. The factors like good salary and healthy working
atmosphere is crucial for the employees (Van den Broeck et al. 2016). However, there is absence
of possibility to make a difference and seeing the outcomes of the work in the profit making
organizations. It may be argued that the two main factors as stated above are considered by the
NGOs. The non-profit organizations do not have big budgets and their spending is scrutinized in
a manner that the profit making organizations cannot imagine. The rewards are not always about
the money. The non-profit making organizations can capitalize on formal mentorship programs,
recognition programs and fostering a culture of trust and empowerment. Rewards encourage the
employees to do the right things that would also help them grow professionally.
9EMPLOYEE MOTIVATION IN CHARITABLE AND PROFIT ORGANIZATION
According to the equity theory of motivation, the individual motivation level is correlated
to his perception of equity, justice and fairness (Njoroge and Yazdanifard 2014). It also describes
the way in which he is fairly treated. The inputs include all rich elements such as experience,
loyalty, effort and commitment. The outcome can be defined as the rewards they receive from
the jobs such as fringe benefit, job security and social rewards. The employees may be over-
rewarded that might lead to an imbalance in the relationship. If the employees sense equity, they
shall be motivated to continue working at the same job and level. Lastly, if the employees feel
unrewarded, they may reduce their contribution in the organization.
Gaps or areas of future research
Previous literature on expectancy theory failed to focus on by Hauser (2014) gathered
that an individual is likely to act in a particular manner relied on the expectation that some act
will be followed by a particular outcome and on the attractiveness of such outcome to the
individual. Considering the same, the future research will focus on analyzing the charitable
organizations intend to maintain effort performance linkage, performance reward linkage as well
as attractiveness of the work performed by employees in the company. It has been evidenced that
in the profit organizations attempts to maintain effort performance relationship. There is a
probability that exerting a desired amount of effort can result in improved employee
performance. On the other hand, the profit organizations attempt to maintain performance reward
relationship that has a belief that performing at a specific level can result in attainment of a
desirable result.
Summary of perspectives
According to the equity theory of motivation, the individual motivation level is correlated
to his perception of equity, justice and fairness (Njoroge and Yazdanifard 2014). It also describes
the way in which he is fairly treated. The inputs include all rich elements such as experience,
loyalty, effort and commitment. The outcome can be defined as the rewards they receive from
the jobs such as fringe benefit, job security and social rewards. The employees may be over-
rewarded that might lead to an imbalance in the relationship. If the employees sense equity, they
shall be motivated to continue working at the same job and level. Lastly, if the employees feel
unrewarded, they may reduce their contribution in the organization.
Gaps or areas of future research
Previous literature on expectancy theory failed to focus on by Hauser (2014) gathered
that an individual is likely to act in a particular manner relied on the expectation that some act
will be followed by a particular outcome and on the attractiveness of such outcome to the
individual. Considering the same, the future research will focus on analyzing the charitable
organizations intend to maintain effort performance linkage, performance reward linkage as well
as attractiveness of the work performed by employees in the company. It has been evidenced that
in the profit organizations attempts to maintain effort performance relationship. There is a
probability that exerting a desired amount of effort can result in improved employee
performance. On the other hand, the profit organizations attempt to maintain performance reward
relationship that has a belief that performing at a specific level can result in attainment of a
desirable result.
Summary of perspectives
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10EMPLOYEE MOTIVATION IN CHARITABLE AND PROFIT ORGANIZATION
The objective of this essay was to reveal the employee motivation factors within
charitable and profit organizations. It is gathered from the essay that organizations must provide
flexible working hours to its employees for increasing employee engagement. Many
organizations require their employees to work during peak hours. However, they may be flexible
to provide ease to the employees. Apart from the regular schedule, innovation days must be set
so that the employees take spaces from their work. They must be allowed to tackle projects on
their own. Reimbursement for recreational activities such as yoga, gym memberships and others
may be provided that would add to fringe benefits. They may be given holidays from their
uniforms so that they feel relaxed from the formalities. An atmosphere must be created so that
the employees have a work-life balance and they can leave early from work. The companies may
run employee referral programs where the best employees may be hired through referrals.
Working at a charity provides the employees with flexible and varied roles. The role
opportunities are incredibly diverse that offer unique pathways for the ones who are open to new
possibilities. An unfortunate perception might be that charity work is less competitive for skills.
Charities addressing public health or specific causes touching a wider mainstream consciousness
place big emphasis on skilled expertise. The organizations value its employees relentlessly for
pursuing the cause.
The objective of this essay was to reveal the employee motivation factors within
charitable and profit organizations. It is gathered from the essay that organizations must provide
flexible working hours to its employees for increasing employee engagement. Many
organizations require their employees to work during peak hours. However, they may be flexible
to provide ease to the employees. Apart from the regular schedule, innovation days must be set
so that the employees take spaces from their work. They must be allowed to tackle projects on
their own. Reimbursement for recreational activities such as yoga, gym memberships and others
may be provided that would add to fringe benefits. They may be given holidays from their
uniforms so that they feel relaxed from the formalities. An atmosphere must be created so that
the employees have a work-life balance and they can leave early from work. The companies may
run employee referral programs where the best employees may be hired through referrals.
Working at a charity provides the employees with flexible and varied roles. The role
opportunities are incredibly diverse that offer unique pathways for the ones who are open to new
possibilities. An unfortunate perception might be that charity work is less competitive for skills.
Charities addressing public health or specific causes touching a wider mainstream consciousness
place big emphasis on skilled expertise. The organizations value its employees relentlessly for
pursuing the cause.
11EMPLOYEE MOTIVATION IN CHARITABLE AND PROFIT ORGANIZATION
References
Bassous, M., 2015. What are the factors that affect worker motivation in faith-based nonprofit
organizations?. VOLUNTAS: International Journal of Voluntary and Nonprofit
Organizations, 26(1), pp.355-381.
Chow, C.W., Lai, J.Y. and Loi, R., 2015. Motivation of travel agents' customer service behavior
and organizational citizenship behavior: The role of leader-member exchange and internal
marketing orientation. Tourism Management, 48, pp.362-369.
Feng, J., Zhang, Y., Liu, X., Zhang, L. and Han, X., 2016. Just the right amount of ethics inspires
creativity: A cross-level investigation of ethical leadership, intrinsic motivation, and employee
creativity. Journal of Business Ethics, pp.1-14.
Gerhards, L., 2015. The incentive effects of missions—Evidence from experiments with NGO
employees and students. European Economic Review, 79, pp.252-262.
Hauser, L., 2014. Work motivation in organizational behavior. Economics, Management and
Financial Markets, 9(4), p.239.
Lau, C.M. and Roopnarain, K., 2014. The effects of nonfinancial and financial measures on
employee motivation to participate in target setting. The British accounting review, 46(3),
pp.228-247.
Miner, J.B., 2015. Organizational behavior 1: Essential theories of motivation and leadership.
Routledge.
References
Bassous, M., 2015. What are the factors that affect worker motivation in faith-based nonprofit
organizations?. VOLUNTAS: International Journal of Voluntary and Nonprofit
Organizations, 26(1), pp.355-381.
Chow, C.W., Lai, J.Y. and Loi, R., 2015. Motivation of travel agents' customer service behavior
and organizational citizenship behavior: The role of leader-member exchange and internal
marketing orientation. Tourism Management, 48, pp.362-369.
Feng, J., Zhang, Y., Liu, X., Zhang, L. and Han, X., 2016. Just the right amount of ethics inspires
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creativity. Journal of Business Ethics, pp.1-14.
Gerhards, L., 2015. The incentive effects of missions—Evidence from experiments with NGO
employees and students. European Economic Review, 79, pp.252-262.
Hauser, L., 2014. Work motivation in organizational behavior. Economics, Management and
Financial Markets, 9(4), p.239.
Lau, C.M. and Roopnarain, K., 2014. The effects of nonfinancial and financial measures on
employee motivation to participate in target setting. The British accounting review, 46(3),
pp.228-247.
Miner, J.B., 2015. Organizational behavior 1: Essential theories of motivation and leadership.
Routledge.
12EMPLOYEE MOTIVATION IN CHARITABLE AND PROFIT ORGANIZATION
Mostafa, A.M.S., Gould‐Williams, J.S. and Bottomley, P., 2015. High‐performance human
resource practices and employee outcomes: the mediating role of public service
motivation. Public Administration Review, 75(5), pp.747-757.
Njoroge, C.N. and Yazdanifard, R., 2014. The impact of social and emotional intelligence on
employee motivation in a multigenerational workplace. International Journal of Information,
Business and Management, 6(4), p.163.
Pinder, C.C., 2014. Work motivation in organizational behavior. Psychology Press.
Shields, J., Brown, M., Kaine, S., Dolle-Samuel, C., North-Samardzic, A., McLean, P., Johns,
R., O'Leary, P., Robinson, J. and Plimmer, G., 2015. Managing Employee Performance &
Reward: Concepts, Practices, Strategies. Cambridge University Press.
Van den Broeck, A., Ferris, D.L., Chang, C.H. and Rosen, C.C., 2016. A review of self-
determination theory’s basic psychological needs at work. Journal of Management, 42(5),
pp.1195-1229.
Mostafa, A.M.S., Gould‐Williams, J.S. and Bottomley, P., 2015. High‐performance human
resource practices and employee outcomes: the mediating role of public service
motivation. Public Administration Review, 75(5), pp.747-757.
Njoroge, C.N. and Yazdanifard, R., 2014. The impact of social and emotional intelligence on
employee motivation in a multigenerational workplace. International Journal of Information,
Business and Management, 6(4), p.163.
Pinder, C.C., 2014. Work motivation in organizational behavior. Psychology Press.
Shields, J., Brown, M., Kaine, S., Dolle-Samuel, C., North-Samardzic, A., McLean, P., Johns,
R., O'Leary, P., Robinson, J. and Plimmer, G., 2015. Managing Employee Performance &
Reward: Concepts, Practices, Strategies. Cambridge University Press.
Van den Broeck, A., Ferris, D.L., Chang, C.H. and Rosen, C.C., 2016. A review of self-
determination theory’s basic psychological needs at work. Journal of Management, 42(5),
pp.1195-1229.
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13EMPLOYEE MOTIVATION IN CHARITABLE AND PROFIT ORGANIZATION
Appendix
Individual Responses on Motivational Theory Application in Charitable and Profit
Organizations
1. In consideration to Hertzberg’s Two-Factor Theory I believe that these are the factors
that makes employees to enjoy their work and perform better
2. Observing the Maslow’s Hierarchy of Needs I have understood that individuals basic
needs are addressed in order to make them motivated to attain higher level needs
3. Expectancy Theory made my views clear about employee motivation that employees will
select to behave based on the outcomes they expect as a cause of their behavior.
4. The motivational theories are highly applicable in both the profit and charitable
organizations as I have found out that offering regular feedback with work based rewards
can increase employee motivation.
5. I have also understood that in profit and charitable organizations offering flexible
working hours to employees facilitates them to focus on their families and getting fairly
paid also facilitates them to be financially stable.
Appendix
Individual Responses on Motivational Theory Application in Charitable and Profit
Organizations
1. In consideration to Hertzberg’s Two-Factor Theory I believe that these are the factors
that makes employees to enjoy their work and perform better
2. Observing the Maslow’s Hierarchy of Needs I have understood that individuals basic
needs are addressed in order to make them motivated to attain higher level needs
3. Expectancy Theory made my views clear about employee motivation that employees will
select to behave based on the outcomes they expect as a cause of their behavior.
4. The motivational theories are highly applicable in both the profit and charitable
organizations as I have found out that offering regular feedback with work based rewards
can increase employee motivation.
5. I have also understood that in profit and charitable organizations offering flexible
working hours to employees facilitates them to focus on their families and getting fairly
paid also facilitates them to be financially stable.
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