Organisational Behaviour: Motivation Theories and Employee Performance

This essay delves into the critical role of motivation in enhancing employee performance within an organization. It explores various motivation theories, including Maslow's hierarchy of needs and Herzberg's two-factor theory, to understand the factors that drive employee engagement and productivity. The essay highlights the significance of both intrinsic and extrinsic rewards, along with effective leadership styles like democratic leadership, in fostering a positive work environment. It also discusses the importance of job enrichment, flexible working conditions, and a supportive organizational culture in motivating employees to achieve their full potential. Ultimately, the essay emphasizes that a well-motivated workforce leads to improved performance, increased job satisfaction, and the successful attainment of organizational goals. Desklib provides access to similar essays and study resources for students.

Running head: ORGANISATIONAL BEHAVIOUR
Organisational behaviour
Name of student
Name of University
Author note

1ORGANISATIONAL BEHAVIOUR
Table of Contents
Main theme.................................................................................................................................3
Supporting information and facts...............................................................................................3
Specialised terms........................................................................................................................3
Reflection...................................................................................................................................5
References..................................................................................................................................6

2ORGANISATIONAL BEHAVIOUR
Motivation in the workplace to improve the employee performance
MAIN THEME
The journal considers the impact of motivation in the workplace for the improvement
of performance of employees. The author of the journal also explains how the performance of
employees is influenced through motivation and encouragement managed through incentives
and rewards provided to them. The main purpose of this assignment highlights the
importance of theories and concepts that are related to the motivation within workplace and
to ensure higher level of client satisfaction as a whole (Dobre, 2013). The topic will include
motivation theories and even provide supporting facts that can assist in understanding the
ways or approaches by which the performances of employees can be motivated, furthermore,
leading to the best potential of employees too.
SUPPORTING INFORMATION AND FACTS
Ganta, V. C. (2014). Motivation in the workplace to improve the employee performance.
International Journal of Engineering Technology, Management and Applied Sciences, 2(6),
221-230.
It is found that motivation combines both the conscious and unconscious factors that
are responsible for influencing the needs of employees at work through rewards management.
Both the internal and external factors are responsible for influencing the energy level and
commitment of employees towards successful achievement of goals and objectives. To
perform optimally and feel interested with the job roles, the employees could be provided
with both monetary and non-monetary rewards for getting encouraged and motivated,
furthermore carry out their roles and responsibilities properly and perform to their utmost
potential (Njoroge & Yazdanifard, 2014). The Maslow’s hierarchy of needs theory and

3ORGANISATIONAL BEHAVIOUR
Herzberg theory define the various aspects that are responsible for keeping employees
motivated at work too.
According to Ganta (2014), praising the performances of workers and their
commitment towards the achievement of organisational goals and objectives can also make
them feel a sense of accomplishment towards meeting goals and objectives with ease. The
motivated workers feel more interested to become persistent and at the same time, remain
creative and productive all throughout to deliver the best quality work and ensure successful
business functioning too (Ganta, 2014). Few of the major strategies of motivation include
positive reinforcement, restructuring of job roles, provide rewards based on job performance,
fulfilling the needs of employees and finally treating everyone equally without any forms of
discrimination within the workplace.
SPECIALISED TERMS
Employee motivation The motivation of employees is critical to
the success of any business and for the
betterment of performance of departments.
The motivation of employees is required for
encouraging them to perform to their
potential, furthermore ensure contributing to
the successful accomplishment of business
goals and objectives (Shahzadi et al., 2014).
The motivated employees could result in
higher productivity and generate more
positive outcomes, which also lift their
morale to perform with much more

4ORGANISATIONAL BEHAVIOUR
dedication and commitment.
Improved workforce performance and
efficiency
Motivation of employees, definitely, is one
of the primary causes of higher productivity
and improved workforce efficiency that
allows for higher revenue generation scope
and opportunities too. When employees are
motivated, they will put their best of efforts
and carry out their roles and responsibilities
with a feeling of satisfaction among them
(Aarabi, Subramaniam & Akeel, 2013).
This should lead to betterment of
performance at work and furthermore
enhance the effectiveness of the business
performance in terms of productivity and
profit level achieved.
Reward management system The reward management systems are
followed by most of the organisations, it can
be either intrinsic or extrinsic rewards,
though based on the performances of
employees (Lazaroiu, 2015). The rewards
are also aligned with the business goals,
which can further influence the employees
to commit themselves fully towards
achievement of higher production and profit

5ORGANISATIONAL BEHAVIOUR
level in business.
Intrinsic motivation The intrinsic rewards are non-financial
rewards that are facilitated by the managers
through providing meaningful work and
clear goals set for them along with allowing
them to make choices considering the higher
autonomy level (Cherian & Jacob, 2013).
This could create new opportunities for the
employees to deliver their best in their
competence areas, furthermore provide
them a proper direction to make progress in
their respective career.
Extrinsic motivation The extrinsic rewards, on the other hand,
mostly consider the financial rewards and
benefits that are provided such as increase
in wages structure, additional bonuses and
incentives along with paid time off, which
also lifts their motivation level largely
(Yidong & Xinxin, 2013). This should
automatically make the employees feel that
they are being provided with numerous
benefits, furthermore aim at performing to
their potential

6ORGANISATIONAL BEHAVIOUR
Maslow’s motivation theory The theory demonstrates the various needs
of people at different levels and how those
can be met to facilitate the level of
motivation of employees. The physiological
needs include providing the employees with
proper help and support along with good
working conditions needed to keep them
motivated and encouraged while safety
needs could be met by providing job
security, arrange health insurance for them
to ensure that their health and wellbeing are
taken care of properly (Nielsen et al., 2017).
The social needs include establishment of a
positive work culture, where employees can
interact with each other freely and form
good relationships with them as well
(Ganta, 2014). The esteem needs are
fulfilled with the maintenance of respect and
dignity along with gaining a good reputation
through praise by the managers while self-
actualisation needs could be met when the
employee might get a good position or get
promoted, thus improving own potential and
achieving personal growth and development

7ORGANISATIONAL BEHAVIOUR
too (Yusoff, Kian & Idris, 2013).
Herzberg’s hygiene factors Herzberg’s motivational factor are
associated with hygiene factors that
demonstrate that not only monetary benefits
including increase in wages, bonuses and
incentives are responsible for influencing
the employee performance, but also making
them recognise their achievements and gain
self-actualisation is important. It could not
only create new scopes and opportunities for
them to learn new things, but also ensure
that they could gain more skills, knowledge
and expertise to facilitate the learning
experience furthermore.
Democratic leadership This is one of the major effective leadership
styles that allows the leaders to consider the
views and opinions of the employees. In this
way, the employees feel valued to the
organisation and considers that their
opinions and responses can assist the
manager to make an effective business
decision.
Culture and working conditions The maintenance of a positive work culture
and flexible working conditions are also
responsible for influencing the behaviours

8ORGANISATIONAL BEHAVIOUR
of employees and keep them motivated to
perform to their potential within the
workplace (Ferris et al., 2015).
Job enrichment The manager and higher management could
create scopes for the employees to carry out
their roles and responsibilities for gaining
better control over the tasks and manage
better design, execution and outcomes. Due
to better control and authority, the
employees can also feel encouraged and
work according to the organisational
policies too for successful business
functioning (Guo et al., 2014).
REFLECTION
From my point of view, I personally consider that motivation has played a huge role
in improving the performances of employees, which has not only lead to influencing their
working behaviours and even made them contribute to the business performance and
efficiency largely. I also think that the higher the motivation of employees is, the higher will
be the ability to ensure that employees perform to their potential to achieve the desired
business performance and acquire a positive mind set too. There are rewards management
system along with other options that can keep the workers engaged as well as motivated to
perform to their potential. Not only does the monetary and non-monetary benefits provided to
the employees are responsible for keeping them motivated, but also enrichment of work,

9ORGANISATIONAL BEHAVIOUR
providing them flexible working conditions and setting up an appropriate culture have been
essential contributors to the high level of motivation among them. To keep workers
motivated, it is also important for the manager or leader of the organisations to value the
opinions and ideas of employees and make them feel valued, which can also facilitate the
process of decision making, furthermore acknowledge their efforts and build a sense of trust,
loyalty and encouragement among them to commit themselves fully towards the
accomplishment of business goals effectively.
I have also found that to promote a positive workplace environment, the management
department also can conduct surveys and obtain feedbacks and responses from the employees
regarding any changes to be done for resolving the issues properly. Consider the application
of Maslow’s hierarchy of needs theory, I found that the needs of people vary at different
levels and thus it is important for the managers to provide job security, good working
conditions, flexible work culture and a positive working environment, which can not only
keep them motivated, but would also facilitate their performances and behaviours to deliver
their best potential. My own thinking also supports the Herzberg’s two factor model that
includes the hygiene factors and motivating factors such as security related to job,
management of work relationships, good amount of wage and flexible working conditions, all
of which are based on the motivating factors such as being more responsible, added
responsibilities and facilitation of learning experience at job. From the analysis of the
specialised terms and assessment of overall information, I believe that employee motivation
has various benefits such as meeting not only the personal goals, but also the organisational
performance along with higher level of satisfaction among the employees, increased scopes
for accomplishment of goals and finally, allowing for maintenance of better workforce
stability and a good workplace culture too.

10ORGANISATIONAL BEHAVIOUR
References
Aarabi, M. S., Subramaniam, I. D., & Akeel, A. B. A. A. B. (2013). Relationship between
motivational factors and job performance of employees in Malaysian service industry.
Asian Social Science, 9(9), 301.
Cherian, J., & Jacob, J. (2013). Impact of self efficacy on motivation and performance of
employees.
Dobre, O. I. (2013). Employee motivation and organizational performance. Review of applied
socio-economic research, 5(1).
Ferris, D. L., Lian, H., Brown, D. J., & Morrison, R. (2015). Ostracism, self-esteem, and job
performance: When do we self-verify and when do we self-enhance?. Academy of
Management Journal, 58(1), 279-297.
Ganta, V. C. (2014). Motivation in the workplace to improve the employee performance.
International Journal of Engineering Technology, Management and Applied Sciences,
2(6), 221-230.
Guo, Y., Liao, J., Liao, S., & Zhang, Y. (2014). The mediating role of intrinsic motivation on
the relationship between developmental feedback and employee job performance.
Social Behavior and Personality: an international journal, 42(5), 731-741.
Lazaroiu, G. (2015). Employee motivation and job performance. Linguistic and
Philosophical Investigations, 14, 97.
Nielsen, K., Nielsen, M. B., Ogbonnaya, C., Känsälä, M., Saari, E., & Isaksson, K. (2017).
Workplace resources to improve both employee well-being and performance: A
systematic review and meta-analysis. Work & Stress, 31(2), 101-120.

11ORGANISATIONAL BEHAVIOUR
Njoroge, C. N., & Yazdanifard, R. (2014). The impact of social and emotional intelligence on
employee motivation in a multigenerational workplace. Global Journal of
Management And Business Research.
Shahzadi, I., Javed, A., Pirzada, S. S., Nasreen, S., & Khanam, F. (2014). Impact of employee
motivation on employee performance. European Journal of Business and
Management, 6(23), 159-166.
Yidong, T., & Xinxin, L. (2013). How ethical leadership influence employees’ innovative
work behavior: A perspective of intrinsic motivation. Journal of business ethics,
116(2), 441-455.
Yusoff, W. F. W., Kian, T. S., & Idris, M. T. M. (2013). Herzberg’s two factors theory on
work motivation: does its work for todays environment. Global Journal of commerce
and management perspective, 2(5), 18-22.