Critical Literature Review

This report presents a critical literature review on the topic of motivation in Human Resource Management. It examines various research articles that explore the impact of motivation on different aspects of HRM, including HR outsourcing, leadership styles, employee retention, organizational culture, pay-for-performance systems, and more. The report provides insights into the key issues, debates, findings, and theories related to motivation in HRM.

CRITICAL LITERATURE
REVIEW

Table of Contents
INTRODUCTION...........................................................................................................................3
Article 1...........................................................................................................................................3
Motivation for HR outsourcing in Australia................................................................................3
Article 2...........................................................................................................................................4
Motivation and social communication among public manger ....................................................4
Article 3...........................................................................................................................................5
Developing Effective Leaders: Motivational Correlates of leadership styles.............................5
Article 4...........................................................................................................................................6
Predicting staff retention from employee motivation and job satisfaction..................................6
Article 5...........................................................................................................................................7
Linking high performance organizational culture and talent management:
satisfaction/motivation and organizational commitment as mediators........................................7
Article 6...........................................................................................................................................8
Motivational Effects of pay for performance: A multilevel analysis of Korean case.................8
Article 7...........................................................................................................................................9
Perceptions of HRM systems strength and affective commitment: The role of human relations
and internal process climate.........................................................................................................9
Article 8.........................................................................................................................................10
Organizational Culture Requirements for High Levels of Knowledge Usage From Learning
Activities Among Hotel Managers............................................................................................10
Article 9.........................................................................................................................................10
Organisational behaviour for social work..................................................................................10
Article 10.......................................................................................................................................11
The politics of developing global human resources in Japan....................................................11
CONCLUSION..............................................................................................................................12
REFERENCES..............................................................................................................................13

INTRODUCTION
Human Resource Management is one of the biggest requirement of the businesses in
order to reach required growth and development. It is important for the business to reach new
growth and development and ensure that desired growth is taking place. The human resource
department ensures by providing the employee satisfaction and motivation. In context of Human
Resource, the below report explores the literature review in order to evaluate the key issues,
debates, findings, theories and approaches which are methodological. The topics chosen for the
report are Leadership, Change Management, Organisational/National Culture, Emotional
Intelligence, Groups and teams, Communication in Organisation, Perception and attitudes,
Motivation and performance, personality, motivation and Power & politics.
Article 1
Motivation for HR outsourcing in Australia
Motivation is a key element that help the human resource to outsource their functions.
The present article stated that functions of human resource are generally outsourced in Australian
organisation and to outsource the HR functions. As per the view of Pattanee Susomrith and Alan
Brown (2013) recruitment and selection, health and safety, training, employee benefits, payroll
are the five top function of Human Resource that outsourced. Aim of the article is to determine
in the five HR function what is the one of important function that commonly outsourced in the
Australian organisation.
Pattanee Susomrith (2013) mentioned that training and development function of Human
resource required a level of motivation that help them in to boost HR productivity by
encouraging them to eliminate low value and time consuming activities. The boosted
productivity of HR works as vice-versa for the employees. It has been stated by Fisher (1973)
that motivated Human Resource able to create an environment in the organisation that
encouraged and make them feel motivated. From the article, Alan Brown (2013) mentioned that
human resource are responsible for make the employees feel comfortable regarding their job role
that enhance their satisfaction and the contentment is associated with the workforce motivation
and together it can result in great consumer satisfaction. The positive outcome of HR measured
the extent to which an organisation performs well in employee motivation. Human resource
management is

In the opposition Zeljka Vidic (2011) stated that this is a psychological state that
motivation made any major impact on the level of working performance of HR outsourcing and
employees. The functions of human resource are not needed any motivation, they only required
proper training and communication skills to influence the workforce in every function. It had
been mentioned in the article that only on a level motivation of employees is depended on the
human resource.
Article 2
Motivation and social communication among public manger
The aim of article is to know the importance of motivation in all the level of the
organisation. And also it helps in social communication among public manager. According to
(Peters, 2015) motivation helps to encourage the people to work hard and also be more loyal and
committed towards the organisation. Motivation helps to increase the productivity of the
organisation and also helps to build confidence in the employees and also increases the effective
communication skills of the employees.
There are two types of work motivation that is intrinsic motivation and extrinsic
motivation. In public manager's job intrinsic motivation is associated as it helps to build more
involvement and organisational effectiveness. Motivation helps to boost the employees of the
organisation. Also, by the help of motivation it helps the organisation to achieve its goals and
objective of the organisation. And also motivation helps the employees to show more interest in
the organisation.
On the other hand as suggested (Herzberg, 2017) there are mainly three type of social
communication such as job involvement, red tape and perceived organisational effectiveness.
The results of cross interaction effects between motivation and communication outcomes.
Motivation is considered to be the one of the important tool in the success of the business.
Motivation stimulates people to accomplish their desired results. By the help of motivation the
organisation can retain its employees for the long term basis and also organisation can complete
its long term objectives.
Also, it helps motivation encourages people to give their best performance. A strong
positive motivation can increases the output of the company but negative motivation can reduces
the performances of the manger. It is important for a supervisor to treat the employee with full

dignity and give him recognition so that he will perform in the better direction. Motivation helps
to double the work performance of the employees.
Communication in public agencies provide more autonomy for extrinsically motivated
public manager, thus it helps the organisation to operate and run in more positive manner. As
motivation is of two type such as monetary motivation and non monetary motivation. Monetary
motivation include rewards, incentives, money related appreciation. And on the other hand non
monetary incentives include appreciation, recognition etc. all these efforts boost the employees
and employees respond in the positive manner. By the help of motivation it helps the
organisation to run in the same direction. Motivated employees also helps to put etc. efforts in
the organisation. Motivation helps the organisation to minimise the conflict in the business.
Motivation is the reason for people's action, willingness and goals. Also, motivation provide a
positive environment to the worker. And also helps to attain the desired result of the business.
Article 3
Developing Effective Leaders: Motivational Correlates of leadership styles
The present article is based on the relation between motivation and leadership style.
Under this article Dominic (2016) stated that there are major four leadership style i.e.
transactional, transformational, servant and avoidant/passive. Motivation is an essential skill that
required in leaders. It is widely believed by Zeljka Vidic and Damon Burton (2011) that
contemporary leaders must have highly developed social, motivational, interpersonal and
emotional skills. A definition is given by Jeanne (1973) of leadership is, Leadership can be
defined by the ability of an individual to lead a group of members towards the organisational
goal and objective. In the leadership, leaders are responsible to developing a clear vision and
direct the followers in the organisation to achieve that vision.
It has been stated in the article by (Herzberg, 2017) that leadership is effective key to
strengthening a healthy system in the company. The leadership style is necessary, especially to
influence motivational level of employees, team work and job satisfaction Ghosh (2015) stated
that leaders should effectively implement the motivational skills to effectively direct and lead the
employees. Motivation is essential in the effective leadership to communicate with the followers.
The article stated that high risk orientation, affiliation and social orientation is significantly
related to the intrinsically oriented leadership style.

For effective leadership of the company are required to utilise effective motivational
skills and communication skills to influence the employees towards the vision and organisational
goal. Leadership in the company are responsible to lead the employees and provide them
encouragement and motivation so that they perform better to achieve the setted goal by the
leader.
On the other hand, Kontoghiorghes (2016) stated that leaders should not only depend on
implementing motivation in their leadership style. For developing effective leaders, motivation is
not so essential to implement in the style. it has been argued that the relationship between
employees and leaders are highly influenced by the style of leadership not with the motivational
level.
Article 4
Predicting staff retention from employee motivation and job satisfaction
The present article is based on the staff retention and healthy relation through motivation
in the foreign exchange bank. From the article Jeanne Y. Fisher and Dominic A. Infant (2016) it
has been evaluated that motivation is an essential part in enhancing staff retention Zeljka Vidic
(2015) mentioned that giving motivation to the staff in the bank help in retain talented staff and
enhance their job related satisfaction.
On the other hand Damon Burton (2015) mentioned that in building employee relation,
motivation worked for a certain level, if employee is not getting paid with their satisfaction and
qualification level other than that the study is based on the prediction that is identified from the
survey to understand that are they influence by motivation or any other influence element.
The productivity of the employee and the high working performance is based on how
well they feel comfortable with their work. Job satisfaction and employee motivation is
interrelated with each other. If employee are satisfied with their job they feel motivated and in
opposed if employees are not satisfied with the job, pay and other elements they are not
motivated that can be seen in their working pattern and dedication level.

Article 5
Linking high performance organizational culture and talent management: satisfaction/motivation
and organizational commitment as mediators
This article states that better the culture of the organisation, better would be the
motivational level of employees that is high performance organisational culture helps in retention
of existing talent within an organisation as well as attraction of talented employees from outside
the organisation. Organisational culture plays a very important role in changing the attitude of
the employees towards the company that is if the company manages to ensure high performance
organisational culture than the company would be able to enhance the satisfaction level of the
employees and vice versa. Hence, if the satisfaction level of employees is high then they would
retain in the company for a long time leading to decrease in the employee turnover rate.
According to Kontoghiorghes, (2016) motivational level depends up-to a wide extent on
the culture of the organisation. If the performance of organisational culture is high then the
employees of the company would remain satisfied and this in turn will increase their
commitment towards the company. With the increase in the commitment of the employees,
company would be able to retain its employees for a longer duration of time and this in turn may
lead to decrease in the employee turnover rate. Hence, it is very important for business firms to
ensure that the organizational culture is very high because it not only helps in increasing the
retention rate of existing employees but it even contributes in attraction of talented employees
towards the company in order to achieve the business objectives effectively and efficiently.
While on the other hand, as per the opinion of Almatrooshi, Singh and Farouk, (2016)
high performance organisational culture plays a vital role in motivating the employees. Hence,
efforts should be made to develop high performance work culture and an organisation can build
efficient organisational culture through bringing constant innovation in technology which in turn
will contribute a lot in encouraging creativity within the workplace. Apart from this, strong
organisational culture can even be ensured by development of systems which fosters open
communication at the workplace and this in turn would help in free flow of information within
an organisation.
But as per the view of Conrad, Ghosh and Isaacson, (2015) business organisations should
ensure that employees of the company are motivated efficiently because a motivated employee
retain in the company for long duration. The company can motivate its employees by improving

the organisational culture. Furthermore, this will also help the company in gaining competitive
advantage over the rivalry firms because the brand image of the company would be enhanced as
the company would be viewed as a firm which is concerned about the well-being of its
employees. Thus, by developing an effective organisational culture, company would be able to
boost the morale of the employees and this in turn would help in decreasing the employee
turnover rate.
Article 6
Motivational Effects of pay for performance: A multilevel analysis of Korean case
According to the article by Chang, (2011), Individual pay for performance is known as a
major motivational activity or practice, but direct empirical analysis of its impact on employee
encouragement or motivation are infrequent. According to this article the author collected data of
around 37 countries and 959 employees from South Korea, this study analysed whether the new
compensation strategy or system affects work efforts and organisational commitment of Korean
employees. It also examines how these impacts are moderated with the help of HR activities and
practices.
According to David Marsden and Ray Richardson, (2015) performance related pay has
been increasingly used in UK, within both public and private sectors. In private sector, where it
has long a feature of managerial pay, it is being extended to a much wider range of occupations.
Even in the public sector, a huge variety of performance related pay systems can be discerned
which have been practically extended in the entire civil service in the last few years.
On the other hand, Milkiovich, (2013) stated that there are various challenges faced by
the organisations while implementing the pay systems according to the employee’s performance
that may motivate the employees. In these pay for performance programs, employees are
analysed with respect to a specific criteria and standards communicated beforehand and then
they are rewarded according to their behaviours and results in the previous period. The article
also concluded that after controlling the impact of employee’s perception of intrinsic work value
and pay risk, monetary work value did not expressively moderate the motivational impact on the
practice related to compensation. But the moderating impact of perception of the practice
remained important.

In addition to this, Shaw, Gupta and Delery, (2000) stated argued that compensation
systems are not effective and negatively affect the balance between employer and employee
interests. They also criticized that compensation systems typically create one of the largest firm
costs.
Article 7
Perceptions of HRM systems strength and affective commitment: The role of human relations
and internal process climate
As per the views of Cafferkey (2017), the human relations are one of the most important
aspect of human resource management. It helps the department to ensure that the organisation or
the business is having better relations with the people of the industry and they are able to achieve
required growth. Maintaining human relations allow the business to expand itself in new areas
and developing better relationships between management and employees which are of substantial
value in the business. It is the process of training employees, fostering the workplace culture and
resolving conflicts between a variety of employees and management as well.
According to Heffernan (2017), employee collaboration and workplace culture is often
made better by the Human Resource Management with the help of employee relations. In order
to do this, the human resource department tends to ensure that employees are taking part in
activities organised by the organisation. It provides the opportunity for the employees to be more
participative and achieve new growth. This ensure better development of the overall employees
working in the organisation and helps to gain better business advantage as well.
Similarly, Harney (2018) states that the activities taking place under employee relations
tends to improve employee retention. It has been as that employee retention is one of the major
requirement of a business because it allows the business to reach new growth and retain its
employees for a long period. In order to do this, the human resource department under the
activities of human relations tends to provide effective salaries to the employees, provides better
allowances etc. This helps both the business and the organisation to reach new success and
ensure that desired growth is taking place. Along with it, the employees working in the
organisation tends to develop a set of commitment towards the goals of the organisation and
ensures better growth and development.

Article 8
Organizational Culture Requirements for High Levels of Knowledge Usage From Learning
Activities Among Hotel Managers
According to the views of Masa’deh (2017), today organisational culture plays a major
role in transforming and shaping employees and their development as well. In order to ensure
this, the management learning tends to create a basic growth options for these employees to grow
and reach new growth and development. The management learning is often done in an
organisation by providing the present employees with the opportunities and programmes. It
ensures effective employee retention and allows the employees working in the organisation to
develop better managerial and leadership skills.
As per the views of Shannak (2017), management learning is one of the core needs for
the employee working in the organisation. They are required to grow and develop new skills and
understand the workings of the management of the organisation. This can only be achieved when
they are provided with the opportunity to develop their managerial skills. The management
learning programmes help the employees working in the organisation to develop new skills such
as better communication, leading the team, gaining confidence etc. These skills and
characteristics helps the employees to reach new growth and ensure that they are ready for
managerial roles in the future. Also, it helps the employees to be more productive and provides
them with a good motivation as well.
Similarly, Maqableh (2017) states that when the employees are provided with
management learning opportunities from the efforts of HRM they advance themselves in new
fields of learning and development. It allows them to gain new knowledge which helps them and
the business to grow and prosper. Development of new knowledge is one of the most needed
requirement in today's working culture and management learning programmes tends to ensure
that these things are being achieved properly.
Article 9
Organisational behaviour for social work
According to the views of Corlett (2015), organisational behaviour play an important role
in ensuring that the employees and the management of the organisation is behaving as per the
needs and requirements of the organisation. It is important to understand and develop the

organisational behaviour as per the needs and set requirements of the business. The activities of
HRM is majorly connected with improvisation of the organisational behaviour. In order to
manage the organisation behaviour as per the set needs and requirements of the business, the
human resource department understand each aspect of the organisation and the stakeholders of
the organisation. This allows the organisation to provide an effective development opportunity
and reach new growth.
Similarly, Slack (2015) states that understanding the organisational behaviour and acting
accordingly is one of the main objectives of human resource management. It provides both the
department and the business with a direction to reach new growth and ensure better
development. The organisational behaviour often changes the behaviour of the employees
working in the organisation as well. For this, the human resource management department tends
to create an environment which is positive and better as well. It ensures that the organisation is
reaching new development and required profits are being made with the help of the employees
and their team efforts.
As per the views of Morris (2015), organisational behaviour helps the organisation to
gain a better competitive environment as well. The better the behaviour of its employees are
managers are the better the environment of the organisation tends to become. It helps the
organisation to provide effective services to the customers and ensure better satisfaction to the
employees working in the organisation. In order to make the organisational behaviour better the
HRM often ensures required activities is taking place, such as, provision of better training and
development to the employees working in the organisation. Along with it, the department tends
to understand each and every employees needs and provides them with necessary requirement to
ensure better behaviour and satisfaction.
Article 10
The politics of developing global human resources in Japan
As per the views of Arbetman (2018), the human resource management often ensures that
the politics and power of the organisation is positive and is as per the set needs and objectives.
The management of human resource identifies the organisations needs and requirements and
tends to perform accordingly. It is important for the organisation's power and politics to be
positive and growth oriented. The human resource department shapes the culture in such ways

that the politics of the organisation is not causing any barriers instead of it making the
organisation reach its goals and objectives.
Similarly, Kugler (2018) states that the power of the organisation is one of the leading
factors that decides how it is going to perform in its business environment. The human resource
management often understands the power of the organisation and links it betters with the
organisational goals and objectives, and stakeholders satisfaction. This ensures that the
organisation is reaching new growth and power is not becoming a barrier for its to reach new
development and growth. It is one of the most basic requirements of a business and human
resource management tends to play a major role in ensuring better power and development.
CONCLUSION
The above report showcases the activities of Human Resource Management in ensuring
better growth and development of both the business and the organisation. From the above
evaluations, it has been concluded that the human resource is one of the key aspect of the
organisation to reach new growth and development and without it, it's not possible for the
business to reach its set objectives. It has been concluded that, human resource plays a vital role
in employee retention and providing required satisfaction to the employees. The activities of the
human resource management allows the organisation to function better and reach set objectives.

REFERENCES
Books and Journals
Almatrooshi, B., Singh, S.K. and Farouk, S., 2016. Determinants of organizational performance:
a proposed framework. International Journal of Productivity and Performance
Management. 65(6). pp.844-859.
Arbetman, M. and Kugler, J., 2018. Relative political capacity: Political extraction and political
reach. In Political capacity and economic behavior (pp. 11-45). Routledge.
Cafferkey, K., Heffernan, M., Harney, B., Dundon, T. and Townsend, K., 2018. Perceptions of
HRM system strength and affective commitment: The role of human relations and
internal process climate. The International Journal of Human Resource Management.
pp.1-23.
Chang, E., 2011. Motivational effects of pay for performance: a multilevel analysis of a Korean
case. The International Journal of Human Resource Management. 22(18). pp.3929-3948.
Conrad, D., Ghosh, A. and Isaacson, M., 2015. Employee motivation factors: A comparative
study of the perceptions between physicians and physician leaders. International Journal
of Public Leadership. 11(2). pp.92-106.
Constantine Kontoghiorghes (2016) Linking high performance organizational culture and talent
management: satisfaction/motivation and organizational commitment as mediators, The
International Journal of Human Resource Management, 27:16, 1833-1853,
Jeanne Y. Fisher and Dominic A. Infante (2016) The relation between communication anxiety
and human motivation variables, Central States Speech Journal. 24:4. 246-252
Marsden, D. and Richardson, R., 2015. Performing for pay? The effects of ‘merit pay’on
motivation in a public service. British Journal of Industrial Relations. 32(2). pp.243-261.
Masa’deh, R.E., Shannak, R., Maqableh, M. and Tarhini, A., 2017. The impact of knowledge
management on job performance in higher education: The case of the University of
Jordan. Journal of Enterprise Information Management. 30(2). pp.244-262.
Milkovich, G.T. and et.al., 2018. Pay, performance, and participation.
Pattanee Susomrith and Alan Brown (2013) Motivations for HR outsourcing in Australia, The
International Journal of Human Resource Management. 24:4. 704-720

Shaw, J. D., Gupta, N. and Delery, J. E., 2000. Alternative conceptualizations of the relationship
between voluntary turnover and organizational performance. Academy of management
journal. 48(1). pp.50-68.
Slack, R. E., Corlett, S. and Morris, R., 2015. Exploring employee engagement with (corporate)
social responsibility: A social exchange perspective on organisational
participation. Journal of Business Ethics, 127(3), pp.537-548.
Zeljka Vidic and Damon Burton (2015) Developing Effective Leaders: Motivational Correlates
of Leadership Styles, Journal of Applied Sport Psychology. 23:3. 277-291