How to Motivate Employees

This presentation provides an overview of employee motivation, including its definition, importance, advantages, and the use of Maslow's Hierarchy of Needs theory. It also discusses the limitations of the theory and concludes with the significance of motivation in meeting organizational goals.

How to motivate
employees

Content
• Introduction
• Definition and need of motivation
• Advantage of motivation
• Maslow's Hierarchy of Needs
• Conclusion
• References

Introduction
Motive is said to the impulse which causes actions by an individual. In
present scenario, there are distinct ways that can be used by
managers for motivating employees. All personnels needs
motivation either in present duration or in upcoming time period.
Employee motivation is one of the essential factor for successful
business.

Definition and need of motivation
Motivation is defined to the series of actions that stimulate individuals
to actions so that they can achieve goals. In other words, motivation
is prepotent state which guides together with energises behaviours
(Petch, 2019). It comprises certain inner striving circumstances such
as desires and drives that stimulates individuals for accomplishing
desired goals (De Bosscher and Sotiriadou, 2019).

Advantage of motivation
It is well said that motivation is one of the reason for individual's
willingness, goals together with actions. It is one of the direction
that stimulate people to reach enterprise goals through giving best
performance (Bennett, 2019). Motivation implies desires in which
individual led into action. If employee is highly motivated then will
give high level of performances that will benefit the entity to gain
huge revenues.

Maslow's Hierarchy of NeedsMaslow's Hierarchy of Needs
Use of Maslow's hierarchy of needs
theory is made by organisation to
analysis or evaluate the needs of
employees so that through
satisfying these needs employees
can be motivated for improving
their performance (Schuckert and
et. el., 2018).

Continue…
The five steps or stages of Maslow's Hierarchy of needs are described
below:
Physiological needs- This is the most basis need of an individual
which are necessary for survival of an human being. Physiological
needs includes air, water, shelter, clothing, food, etc (Callan and et.
al., 2015). If these needs are not fulfilled or meet by any
organisation its employees are not bale to function optimally.

Advantages of Maslow's hierarchy of needs
theory
According to Maslow's hierarchy of needs, an individual is motivated
by an unsatisfied needs and once that need is satisfied it drives or
forces next need for further motivation of employees (Ulrich and
Allen, 2014). Maslow's hierarchy of needs theory provides most
suitable way to motivate an employee.

Limitation of Maslow's hierarchy of needs
theory
It is difficult to measure the satisfaction level of employees which they
get after achievement of each level of need (Sulaiman and et. al.,
2014). Physiological needs and other desires of human beings or
employees are subjective in nature thus, can not be measured
accurately.

Conclusion
It can be summarised from about PPT, that motivation is necessary to
meet the requirements of changing environment. An employer must
provide proper guidance and direction to its employees to
coordinate their efforts so that desired objectives and goals of
organisation can be achieved easily. Theory of motivation act as
lubricant which boost or enhance the morale of employees which
makes them more efficient and effective.

References
Petch, J., 2019. GIS, organisations and people: A socio-technical
approach. CRC Press.
Bennett, B., 2019. Developing Aboriginal identity as a light-skinned
person. In Our Voices: Aboriginal Social Work (Second Edition) (pp.
190-212). Red Globe Press.
De Bosscher, V. and Sotiriadou, P., 2019. 25. The governance of the board
of national governing bodies in high performance sport. Research
Handbook on Sport Governance, p.412.

References
Schuckert, M., and et. el., 2018. Motivate to innovate: How authentic
and transformational leaders influence employees’ psychological
capital and service innovation behavior. International Journal of
Contemporary Hospitality Management, 30(2), pp.776-796.
Callan, R. C. and et. al., 2015. How to avoid the dark side of
gamification: Ten business scenarios and their unintended
consequences. In Gamification in education and business (pp. 553-
568). Springer, Cham.
Ulrich, D. and Allen, J., 2014. Talent accelerator: Understanding how
talent delivers performance for Asian firms. South Asian Journal of
Human Resources Management, 1(1), pp.1-23.

References
Sulaiman, M., and et. al., 2014. The perspective of Muslim employees
towards motivation and career success. e-Bangi, 11(1).
van den Heuvel, M., Demerouti, E. and Bakker, A.B., 2014. How
psychological resources facilitate adaptation to organizational
change. European Journal of Work and Organizational
Psychology, 23(6), pp.847-858.
Jacobsen, C.B. and Andersen, L.B., 2014. Performance management
for academic researchers: How publication command systems affect
individual behavior. Review of public personnel
administration, 34(2), pp.84-107.

References
Deschamps, C., Rinfret, N., Lagacé, M.C. and Privé, C., 2016.
Transformational leadership and change: How leaders influence
their followers’ motivation through organizational justice. Journal
of Healthcare Management, 61(3), pp.194-213.
Hur, W.M., Moon, T.W. and Ko, S.H., 2018. How employees’
perceptions of CSR increase employee creativity: Mediating
mechanisms of compassion at work and intrinsic
motivation. Journal of Business Ethics, 153(3), pp.629-644.
Lin, S.W. and Lo, L.Y.S., 2015. Mechanisms to motivate knowledge
sharing: integrating the reward systems and social network
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References
Bandura, R.P. and Lyons, P.R., 2014. Short-term fixes fall short when
it comes to keeping the best employees. Human Resource
Management International Digest.
Ma, Q., Jin, J., Meng, L. and Shen, Q., 2014. The dark side of
monetary incentive: how does extrinsic reward crowd out intrinsic
motivation. Neuroreport, 25(3), pp.194-198.
Boon, C. and Kalshoven, K., 2014. How high‐commitment HRM
relates to engagement and commitment: The moderating role of task
proficiency. Human Resource Management, 53(3), pp.403-420.
Fadlallh, A.W.A., 2015. Impact of Job Satisfaction on Employees
Performance an Application on Faculty of Science and Humanity
Studies University of Salman Bin Abdul-Aziz-Al
Aflaj. International Journal of Innovation and Research in
Educational Sciences, 2(1), pp.26-32.

Thank You