Common Misconceptions about Employee Motivation

Running head: MISCONCEPTION CHECK
MISCOCEPTION CHECK
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Motivation for employees in an organization is the most critical issues these days. It
combines the processes, theories and concepts that are democratically for the employees and to
develop the efficiency of the organization (Coppin, 2017). Many people develop certain
misconceptions about these concepts of motivating employees and the famous theories and
models by Herzberg, Maslow and McGregor which are transformational in the fields of
employee motivation. These are famous and popularly practiced theories for studies and real life
applications. This particular report will discuss few of the common misconceptions regarding the
dedicated concepts, theories, processes and principle of motivating the employees in an
organization (Rho, Yun & Lee, 2015).
Rewards work as the undeniable motivator
This is although a very strange thing to happen still it is an existing behaviour among
employees in any organization. Too much of rewards increases the sense of complacency among
the employees. Rather making them diligent for work their performance lacks due to too many
relaxations of rewards and recognitions. This proves to be losing factor on the company’s part as
it is spending on its employees in order to get the maximum productivity in the forms of the
output but ultimately it all goes to vain (JESWANI, 2016). Therefore, the employees does not
put the labor too much by being envious of each other rather they put more efforts out of
assigned duty or competitiveness.
Misconception of autonomy
It is generally said that if the employees are entitled enough to choose their tasks then it
results in increasing employee motivation. This is not always true as selection of tasks by the
employer would change if given the full entitlement (Miner, 2015). It is often seen that the

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criteria of doing tasks per day basis does not meet the requirement. Instead of choosing tasks that
one is supposed to do one chooses something different than usual. This reduces the productivity
levels, efficiency of the employees and slowly reducing the organization popularity.
Need analysis of employees
It does not necessarily support this view that motivation always satisfy employee’s needs
as motivational levels are different for the different people and it varies from person to person
(Mone & London, 2018). What companies generally do is, it begins a new policy for all its
employees without realizing that it may work for some and not for others. For some recognitions
and reinforcements are motivation, whereas for some others money can be the source of
motivation.
Relating happiness with motivation
This is not necessary that any employee who is happy and have come with a positive
attitude might be motivated for the company’s work (Furnham & MacRae, 2017). That employee
might be happy for any of the personal reasons. If the work that is motivating enough to make
him happy could be the reason probably for work motivation. Activities such as team work or
group activity or any work that has some social benefits might motivate that person. This also
depends on individual levels of motivation factors. Generally motivation is attached with the
personal interests. If the work which the person is involved has some person interests of
happiness then it would be motivating (Palin & Kaartemo, 2016).
Motivation through concrete actions
Motivation factors are intangible and instant effecting if it utmost effects or else it would
have a short-lived effect on the employees. As there is no end of motivational factors and also