Motivation, Employee Experience, and Coping Strategies at Work

This report provides a comprehensive analysis of motivation within the world of work, exploring the factors that drive employees and the impact of organizational culture, recognition, and financial benefits. It examines the positive aspects of job roles, such as a supportive working environment and growth opportunities, alongside negative factors like excessive workload and interpersonal conflicts. The report further details strategies for coping with negative factors, including fostering employee control, valuing opinions, and ensuring fair treatment. Ultimately, it emphasizes the importance of motivation in enhancing productivity and profitability while addressing the challenges employees face in their work environments, highlighting the need for organizations to create supportive and engaging workplaces.

World of work

Table of Contents
INTRODUCTION...........................................................................................................................3
MAIN BODY...................................................................................................................................3
Motivation....................................................................................................................................3
Factors that motivate employees to work....................................................................................3
Positive factors employees experience as a result of their job roles............................................4
Negative factors employees experience as a result of their job role............................................5
Strategies to cope with negative factors employees experience as a result of their job roles......6
CONCLUSION................................................................................................................................7
REFERENCES................................................................................................................................8

INTRODUCTION
Motivation is the process of initiating, guiding, stimulating and maintaining the human
resources within the organisation for meeting the objectives of the business. It helps the business
in achieving higher level of outputs by improving the performance of the manpower. In this
report, the concept of motivation is going to be discussed. Along with it, the positive as well as
negative factors that are experienced by the manpower of the organisation will also be explained
in this report (Cazes, Garnero and Martin, 2019). Furthermore, some strategies are also going to
be described to cope up with the negative factors that are experienced by the employees within
the organisation.
MAIN BODY
Motivation
Motivation is the process that inspires the workforce of the company to do more hard
work so that the productivity as well as the profitability of the organisation expands. This process
facilitates the organisation improving the performance of business as a whole by bridging the gap
between the willingness and ability to do the work. Better performance of the organisation leads
to higher level of productivity as well as lowers the cost of production consequently.
Factors that motivate employees to work
There are various factors the motivate the workforce of the organisation to work and
some of them are described as under:
Organisational culture: The favourable organisational culture greatly influence the
motivation of employees within the workplace. Most of the workforce feel more valued and
enjoy their task more when the organisational culture is strong that facilitates the human
resources along with bringing them together on a daily-basis.
Recognition and appreciation: These are the two vital elements of motivation and
expresses that providing recognition as well as praise not only makes the workforce feel
appreciated and accomplished but also strengthen the performance of employees and encourage
them to make continuity with their activities that results in good performance (Dubin, 2017). The
more favourable behaviour of employees is recognized, the more likely they repeat these
behaviours and stay motivated within the organisation.

Meaning and purpose: This is another factor that motivates the employees to work
within the organisation. Manpower who identifies a sense of meaning along with the purpose
within their work or activities often have greater levels of motivation in comparison to those who
do not. Human resources who want to determine that what they do is really contributing to the
success of business and that their responsibilities as well as accomplishments helps in overall
growth of the company.
Financial benefits: The financial benefits are not the motivator of all the workforce but it
enhances the overall motivation of the manpower within the organisation (Flecker, Fibich and
Kraemer, 2017). Providing various opportunities to the human resources of the company for
enjoying the financial benefits by working hard is a great way to enhance the level of motivation
and offers manpower a sense of accomplishment as well as appreciation.
Flexible work schedules: By providing several opportunities to the workforce for
creating their own schedules or working flexible hours is a great way to provide motivation to
the manpower of the business. Flexible working schedules permits the employees to better
accommodate the needs of the family, holidays along with the other personal regular duties that
more rigid schedules often don't.
Positive factors employees experience as a result of their job roles
There are several positive factors that the employee experience as a result of their job
roles and some of them are explained as under:
Working environment: Both the psycho-social as well as physical working environment
plays an important part in making sure that the human resources are feeling secured and
contented. Workforce of the organisation deserve a safe and secured working environment in
which they are given respect where other manpower identify the values along with the
achievements and they get support as well as empathy during the tough times (Ginzberg, Jones
and Rome, 2020). Workforce reach their potential and get pride within work only when they are
surrounded with those who empower and encourage them as well as conditions that are
contributing to productive work.
Modern performance management: Workforce often realise that their managers are not
appreciating the work they have done. In many organisations, performance management are tied
with compensation and other benefits that push manpower to perform better. It is important for
the organisation to align the needs, goals and ambitions of manpower to organisational mission

an objectives. This is high time for business to begin automating the performance management
process to make it more efficient as well as cost-effective.
Growth opportunities and skill development: The talents within manpower provide
unique skills that required to be celebrated and honed. The management team of the organisation
should conduct training an development sessions along with the workshops to keep everyone
updated on the fields in which they are specific. Manpower should be able to develop and
improve their skills as well as knowledge at their own pace to increase organisational
productivity (Glosenberg and et.al, 2019). These opportunities of growth helps in building trust,
reducing apathy and developing strong connections. Workforce feel more optimistic and
motivated as their advanced knowledge will facilitate them in staying ahead in their careers.
To reiterate: The manpower of organisation humanise their experience by being
transparent, personal as well as honest in organisational strategies. Companies create a safe
working place for workforce in which they are comfortable to share their opinions and receive
support along with the encouragement needed to attain goals. For organisation, employees mould
a culture that is strengthened by positivity, purpose, meaningfulness, team collaboration,and
mutual trust.
Negative factors employees experience as a result of their job role
There are different negative factors that are experienced by the human resources of the
organisation as a result of their job role. Some of the factors are mentioned as follows:
Excessive workload: This factor negatively impacts the experience of the employees as
it tends to increases the level of stress of the human resources that ultimately affects the
performance of the workforce and organisation as a whole in a negative way.
Conflicts and unpleasant interpersonal interactions: It is concerned with disagreeable
situations or behaviours that are directed at a manpower by its work managers, colleagues or
supervisors (International Labour Organization, 2020). The conflicts and unpleasant
interpersonal interactions involve aggressive communication and difficulties, bad mood
behaviours and lack of empathy.
Threats to self-efficacy and performance: This kind of factor is concerned with
personal difficulties or flaws that somehow creates a risk for the self-efficacy of the human
resources and adversely impacts the behaviours, performance and attitudes of the manpower.

Failures, interruptions and annoyances: This type of negative factor is referred to the
conditions or happenings that are originating from the work that somehow interrupts the daily
work of the employees.
Organisation and leader-related hassles: These kind of hassles include the
organisational hurdles like stupid rules of bureaucracy that are interfering with the work of
someone, receiving orders regarding how to do a job or working too long without a break
(Korunka and Kubicek, 2017).
Time management and task-related hassles: It is related to the difficulties that are
occurred in managing the daily tasks as well as involvement in routine, unwanted, uninteresting
and unchallenging tasks.
Strategies to cope with negative factors employees experience as a result of their job roles
Control over their job: Human resources are provided with the opportunities to make
decision regarding their business along with controlling and influencing their job. The most
frequent cause of workplace negativity is traceable to the organisation that is framing decisions
regarding employees performance without respect of their input. Most of the decisions that does
not involve the input of person who is doing the task is perceived as negative.
Opportunities to express opinions: Organisations make opportunities that are available
for workforce to share their opinions regarding the policies and procedures of workplace. It must
recognise the influence of changes in areas like benefits, working conditions, assignment of
overtime hours, job requirements and many more. Such factors are very closest to the heart, mind
and physical presence of the manpower. Changes to these factors can cause serious adverse
responses (Lawler, 2017). The organisation must provide timely, proactive responses to the
queries and concerns of the employees.
Use consistent fair treatment: The managers within the organisation should treat people
of the business with fairness as well as consistency. It should avoid favouritism by applying the
identical standard of accountability as well as system of rewards on all the manpower. The
administration should build and publicize the policies and procedures of the workplace that
organise the work in an effective manner and their application should be done consistently.

CONCLUSION
From above explanation of the report, it has been concluded that with the help of
motivation, the human resources within the organisation can be inspired to do more hard work. It
helps in enhancing the level of productivity as well as profitability of the organisation as a
whole. In this report, the factors that motivate employees to work has been discussed which
facilitates in improving the performance of the employees and organisation. Along with it, the
positive as well as negative factors also discussed that are experienced by the employees as a
result of their job roles. Furthermore, strategies to cope with negative factors experienced by the
human resources of the organisation have also been explained in this report.

REFERENCES
Books and Journals
Cazes, S., Garnero, A. and Martin, S., 2019. Negotiating our way up: Collective bargaining in a
changing world of work. OECD Publishing: Paris, France.
Dubin, R., 2017. The world of work: Industrial society and human relations. Taylor & Francis.
Flecker, J., Fibich, T. and Kraemer, K., 2017. Socio-economic changes and the reorganization of
work. In Job demands in a changing world of work (pp. 7-24). Springer, Cham.
Ginzberg, E., Jones, T. and Rome, T. H., 2020. A world without work. Routledge.
Glosenberg and et.al, 2019. Person-vocation fit across the world of work: Evaluating the
generalizability of the circular model of vocational interests and social cognitive career
theory across 74 countries. Journal of Vocational Behavior, 112, pp.92-108.
International Labour Organization, 2020. ILO Monitor: COVID-19 and the World of
Work. Updated estimates and analysis. Int Labour Organ.
Korunka, C. and Kubicek, B., 2017. Job demands in a changing world of work. In Job demands
in a changing world of work (pp. 1-5). Springer, Cham.
Lawler, E. E., 2017. Reinventing talent management: Principles and practices for the new world
of work. Berrett-Koehler Publishers.