Employee Motivation: Theories and Drivers

This assignment delves into the crucial topic of employee motivation. It examines various motivational theories, including Maslow's Need Hierarchy theory, and explores their practical applications in the workplace. The analysis considers factors influencing employee motivation, such as compensation, job characteristics, and leadership styles. Furthermore, it investigates how different perspectives on motivation can contribute to a more productive and engaged workforce.

Running head: MANAGEMENT AND ORGANIZATIONAL BEHAVIOR
Management and Organizational Behavior
Name of the Student:
Name of the University:
Author’s Note:

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Part 1
I worked in KFC before, where my job designation was customer service officer. The
organization has been quite reputed but it was quite tough for me as the management never cared
about performance appreciation. My immediate supervisor, the territory manager was extremely
dependant on how well the managers would behave with him and ignore the performance. I
personally believe in hard work but my supervisor did not even care about the data and number. I
also found that regular performance review was not done accurately by the manager and
therefore, my appreciation was always ignored. This has been quite similar to some officers as
well. With the course of time, I came to know how should the queries of clients be managed and
the way staffs should serve customers. I used to take sessions and ensure demonstrations to my
fellow staffs so that they could give their best and make customers satisfied. This even resulted
in better customer response and very less client complaints. However, my appreciation was
always been ignored by the supervisor.
In the corporate sector, performance evaluation, employee satisfaction, role evaluation
criteria and customer satisfaction indicates organizational sustainability. However, if the
employees are not given attention, the motivation is affected. Same was my problem. I was never
the part of manager’s attention and therefore gradually I kept on losing interest. Some of the
most important problems that I faced were lack of manager’s support, lack of performance
evaluation criteria, poor job role and objective communication and manager’s incapability to
understand employee need. Being the customer service officer of the store, I needed the support
of manager regarding store infrastructure development so that client could have been more
satisfied. However, there was no proper indication from my manager. At the time of crisis such
as delay in supply and delivery, poor employee commitment and electrical issues, I hardly got

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any support from my manager. On the other hand, while highlighting about the performance
evaluation criteria, I was never shared the top employee contribution and success factors of other
officers. I felt this as a biased attitude of the manager. There was no transparency and
performance evaluation was mostly done based on personal likability and intimacy. This
impacted my motivation as even though I worked hard by I was never appreciated or supported.
While considering the role and objective, I must highlight that prior to working in KFC, I
had very less knowledge of management and therefore my supervisor would have guided me to
achieve organizational objectives, however I was never communicated the same. Finally, I never
found the manager’s ability to understand an employee’s need and requirement. Fringe benefits
have become quite common these days and therefore managers must understand the real cause of
employee dissatisfaction. Overall I must say that motivation was my main issue, which resulted
in poor performance in my last service days. I must highlight that in future, the territory manager
must appreciate employee performance based on set criteria and biased attitude must be avoided
so that the best can be achieved from an employee.
Part 2
The workplace at KFC was not quite satisfactory for me. I always used to feel lack of
motivation during my job at KFC. One of prime reasons for my de-motivation was lack of proper
support from my senior managers. I did not get adequate support from my senior managers for
handling complex situation in regards to complex situation. Such practice of the senior managers
made me quite frustrated and de-motivated at the workplace.
The lack of my de-motivation can best be explained through the Expectancy Theory of
Motivation. As per this theory, the behaviour of the employees results from conscious choices

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among the alternatives, whose main purpose is to maximize pleasure and minimize pain. The
theory explored that the individual performance of the employees is dependent on their skills,
knowledge, personality, abilities and experience. This theory has explained the job motivation of
the employees through three variables like expectancy, instrumentality and valence.
According to Mikkelsen et al. (2017), expectancy is dependent on the belief that
increased efforts will lead to increased job performance. However, the motivation for such
increased job performance is dependent on rights resources and skills available for doing the job.
Rahman et al. (2013) opined that right resources and skills increases the confidence level and
motivation level of the employees towards enhancing their effort level for increased job
performance. While considering my motivation level at KFC, I was new to the job and I needed
some training for upgrading my skills level at the field of customer service department.
However, I never got adequate and effective training from the organization towards upgrading
my skill level. Therefore, lack of skills actually reduced my motivation towards enhancing my
performance level. On the other hand, Lau, Chong and Ketvi Roopnarain (2014) opined that
motivation level of the employees is highly dependent on necessary support from the supervisors
towards doing complex job. Moreover, kind support from the supervisors minimizes the
complexity level of the job done by the employees. In this way, the reduced complexity level
actually increases the motivation level of the employees. However, I never got proper and
adequate support from my supervisors for handling complex situation at customer service
department. Therefore, I faced quite difficulties in handling the critical problems of the
customers. In this way, the increased complexity level of the job actually decreased my
motivation level at the organization.

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Trépanier et al. (2015) pointed out than Instrumentality is the belief that better
performance leads to valued outcome for the employees. It is the degree in which first level
outcome leads to second level outcome. However, in this case, performance and motivation of
the employees depends on some variables. As per Porter et al. (2016), the employees are
motivated to enhance their job performance, when there is clear relationship between job
performance and job outcome. Moreover, the rules and criteria for the job reward should be
transparent to the employees. However, in KFC, there was no clear relationship between the job
performance and reward system. Therefore, I did not feel any kind of motivation for enhancing
my job motivation. On the other hand, Dobre and Ovidiu-Iliuta (2013) opined that employees are
highly motivated in their workplace, when they can have enough trust on the mangers taking
organizational decision or set criteria for reward system. However, in KFC, I never have had any
clear relationship with the managers setting performance appraisal criteria. Therefore, I had lack
of trust on them and never had trust on the performance appraisal criteria. In this way, lack of
transparency in the performance appraisal process made me de-motivated in the organization.
According to Gupta, Nina and Jason (2014) valence defines the importance, which the
employees place upon the expected outcome. As per this theory, adequate level of effort will
lead to required performance level. On the other hand, it also defines the probability that
successful performance will lead to certain outcome. However, in this case, the managers of the
organizations should identify the individual motivational factors of the employees. Moreover, the
reward system should be based on individual motivational needs and demands. The employees
are motivated to work harder, when their individual needs and demands are met in their
organization. However, the managers of KFC were incapable of understanding the individual
needs and demand of the employees. Therefore, they never understood my motivational factors.

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Therefore, they were incapable of providing me adequate motivational factors for increasing my
job performance. Therefore, such practice of the managers made me de-motivated in the
organization.
While considering Justice Theory of Motivation, it can be said that the employees are
actually motivated through the perceived fairness of the authority’s decision making. Olafsen et
al. (2015) pointed out that trust and justice impact both the motivation level and behaviours of
the employees. Different dimension of justice theory defines different aspects of employee
motivation. According to Facer et al. (2014), distributive justice defines the fairness of decision
making outcome of the organization. Moreover, it judges the fairness with which the employees
are rewarded for their contribution level in the organizational success. As per equity norms, the
employees are rewarded as per the individual achievements. Therefore, the employees become
satisfied through fulfilling their individual needs and demands. On the other hand, in equality
norms, organizations provide rewards equally (Kaur and Avneet 2013). Moreover, every
employee gets the same reward. Furthermore, as per need norms, the employees are rewarded as
per what they need. While considering the workplace at KFC, I saw that the organization
rewards the employees as per equity norms. Moreover, there is lack of individual performance
evaluation. Therefore, I never got appreciation for my individual high level of performance. It
was quite de-motivating for me that I never got individual praise for my enhanced performance.
Achim et al. (2013) pointed out that procedural justice defines the perceived fairness of
decision making process. It assesses the degree to which the employers follow appropriate
process towards making decisions for employees. As per this justice, the employees are
motivated in their organization, when they are allowed to voice opinions in organizational
decision making process. Fernet et al. (2015) stated that procedural justice avoids bias for

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ensuring neutral decision making in organizations. It enhances the trust level of the employees
on the employers. In this way, perception of procedural justice is quite important for ensuring
employee motivation and employee relation in any organization. While I was in KFC, I observed
that the employers of the organization did not follow transparent criteria for performance
appraisal. Moreover, the performance appraisal process was full of biasness, which actually
undermined the actual performances of the talented employees. In this way, I was also never got
any perfect evaluation of my performance. Therefore, I was quite de-motivated and frustrated in
the organization.
According to Hauser and Laurentiu (2014), interpersonal justice defines the perceived
fair of interpersonal relationship, which the employees receive from their employers and upper
management. The employees are motivated at the workplace, when they are highly valued in
their workplace. Therefore, the managers of any organization should their employees in
respectful and dignified manners. The higher valued and respect will be provided to the
employees, the higher their motivation level will enhance. On the other hand, Sekhar et al.
(2016) opined that the employees are motivated at their workplace, when the managers use
proper language and behave politely with them. Perception of interpersonal justice can have long
lasting effect on the satisfaction and motivation level of the employees. It also impact on the
organizational commitment of the employees. While considering the KFC, I never got any
supportive behaviour from the managers in my workplace. The managers never treat the
employees with dignity, which was highly de-motivating in the organization.
As per Bro et al. (2017), informational justice defines the perceived fairness of
communication received by the employees from the managers. Moreover, the employees are
motivated to work for their organization in loyal manner, when the managers openly and

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transparently communicate with them. As per justification rule, the employees should explain the
decision making process and its outcome clearly and openly to the employees. Timely
communication of such decision making process and its outcome to the employees will enhance
their involvement level and commitment level for working hard towards implementing that
organizational decision. On the other hand, Zafar et al. (2014) opined that the managers should
also communicate with the employees honestly and in respectful manner. Moreover, the
managers should provide clear and concise justification to the employee for any organizational
decision. It will enhance the value and worth of the employees, which in turn enhance the
motivation level of the employees. However, when I was in KFC, I realized that the managers of
the organization were incapable of communicating with the employee transparently. The
managers never thought it worthy to share any information with the employees. Therefore, I felt
like undervalued at my workplace, which made me highly de-motivated.

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