Analysis of Employee Motivation in Organizations: A Management Report

This report delves into the crucial role of employee motivation within organizations, examining its impact on job performance and overall success. It analyzes two key articles by Lazaroiu (2015) and Udrescu & Gheorghe (2017), which explore motivational determinants, the link between employee performance and need satisfaction, and the significance of both manager and employee motivation. The report highlights how effective management practices, including embracing new organizational behavior strategies, can energize employees, focus their efforts, and ultimately improve performance. Furthermore, it discusses the importance of understanding and meeting employee expectations to achieve customer satisfaction and loyalty. The report also suggests avenues for further research, such as exploring the application of motivation theories and the connection between employee commitment and organizational goals. This analysis provides valuable insights for managers seeking to enhance employee engagement and drive organizational success.

Organisational Behaviour & Management
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Organisational Behaviour & Management
Motivating People in Organisations
Motivation is a force within a person that leads to the impact on the direction, intensity and
persistence of the voluntary behaviour. Motivating people within the organisation is becoming an
important role that is performed by the managers as this the resolution of numerous issues faced
by organisations. These issues include employee turnover and low performance which takes
place due to lack of motivation among the employees. The managers of the company carry an
objective of the company for which they motivate the employees as it is essential for
organisation management. This paper includes the analysis of the articles written by Lazaroiu
and Udrescu with Gheorghe on the motivation of people within an organisation. The articles
throw light on the how employee motivation that helps in improving the employee's performance
and leads to employee satisfaction.
Lazaroiu, 2015 reflect the evaluation of motivational determinants that are available at the
workplace, personnel job performance and motivational factors of conduct in the work
organisation. The paper includes the contribution to the literature by offering the evidence on the
causal link between the employee job performance and need satisfaction. Along with this, the
analysis related to the impact of need contentment within the organisation on work behaviour is
discussed.
The findings of the article of Lazaroiu, 2015 shows the motivational determinants which are used
by managers for motivating the employees present within the organisation. This shows that the
successful manager of the company leads the way by embracing and advancing the new

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management procedures that bring the changes in the types of operations that are required for the
success. Moreover, the author has reflected that a motivated employee contributes to the success
of a business. Manager ensures that they try to motivate the employees to be energised to work,
focus on the responsibilities and roles and supporting the efforts of employees to achieve the
goals of a business. There is a critical discussion on the motivated employees lead to increase in
performance within the organisation (Lazaroiu, 2015).
Lazaroiu, 2015 article reflects the need for the further research in which the author will include
analyses of motivation theories and their implementation on organisation along with the
challenges that are faced by the managers within an organisation. The leaders ensure that they
keep their employees motivated due to which the turnover of employees get reduce and they get
involved in the activities of the organisation which will do in further research with the help of
secondary research method.
Udresc and Gheorghe, 2017, presented details in their article about the concepts of organisation
work that is together with the two categories of motivation which is organisation management
and employees or workers. The author believes that the competitive added value has the
particular way in which personnel of organisation are motivated and make use of their skills for
achieving success. Along with this, the two types of motivation which are essential for smooth
working and success are manager’s motivation and employee’s own motivation. The analysis
related to the motivation and organisation behaviour is explained with the support of research
which includes the national and international data mainly in specialized literature.
The motive of an author was to throw light on the importance of motivation and organisation
behaviour that can bring the value added to the company. the author includes the analysis that

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shows that the organisation depends on how manager manage 3 types of managerial expectations
which include organisation expectations, expectations of personnel and expectation of customers
(Udrescu and Gheorghe, 2017). Moreover, the manager is able to meet the expectation when
they will be able to understand the behaviour, promote the individuals and group of employees.
This correlation can be formed by the manager by providing the promotion to employees and
meeting their commitments that are present within the organisation.
Udrescu, M.A. and Gheorghe, 2017 article reflects the scope for the further research is link or
connection of motivation with the customer expectations. This is the fact that the motivated
employee achieves the organisation goal which is to meet the needs of the customers. This is
possible with the further research on motivation and its relation with employee’s performance
that ultimately leads to the customer satisfaction and loyalty. In addition, the author can easily
analyse the commitment of employees towards the organisation and achieve the goals.

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References
Lazaroiu, G. (2015). Employee motivation and job performance. Linguistic and Philosophical
Investigations, 14, p.97.
Udrescu, M.A. and Gheorghe, A. (2017) Motivation and organizational behavior. Academic
Journal of Economic Studies. 3(2), p. 55–59.