Employee Motivation: Strategies for Enhanced Performance

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WHAT STRATEGIES ARE
AVAILABLE TO SENIOR MANAGER
TO MOTIVATE THEIR STAFF
Contents
INTRODUCTION...........................................................................................................................2
DISCUSSION..................................................................................................................................2
CONCLUSION................................................................................................................................4
REFERENCES................................................................................................................................5
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INTRODUCTION
Leadership and strategic management is a highly necessary component within any business as it
can help in attaining great success and high level of satisfaction and motivation to the staff
members (Noe, et al. 2017). Since, the current businesses are facing a severe challenge as the
low motivation level among the employees because of several aspects (Manzoor, 2012). In
addition to this, the factors that influence and help in enhancing the staff motivation are kept at
high priority by the management of the organisation in order to retain the best of their employees
and get the best results at the same time. Senior management or the manager is accountable to
manage the high level of motivation and satisfaction to their employees so as to attain better
results (Panagiotakopoulos, 2014). So, considering this necessary subject of staff motivation, this
particular article will try to determine and evaluate the strategies that can be utilised by the senior
managers for the same.
DISCUSSION
The study by Shearer (2012) has illustrated several styles of the managers that can be utilised
like transactional, laissez-faire, transformational and many more to enhance the motivation level
of the staff members. He also said that, when the managers utilize and expand their leadership
skills and competencies in order to enhance the morale of the staff members, they must use the
combination of transformational behaviours and transactional contingent rewards. While in
support to this, Diefendorff and Chandler (2011) proposed that the use of the motivational
theories and practices like Herzberg and Maslow enhances employees' motivation, morale, and
satisfaction and retention level amongst them.
Studies by Springer (2011) and Anderfuhren-Biget, et al. (2010) stick on to the same notion of
enhancing the motivation and morale of the staff members and depicted that the job satisfaction
has a primary role in the motivation and dedication level of the employees. They said that the
explanatory factors like material incentives which include the team relations, performance-
related pay or rewards and support ways like recognition by superiors. While Lunenburg (2011)
has predicted that the goal setting theory for motivation as goals have a pervasive influence on
employee behaviour and performance in organizations and management practice which is
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beneficial for both; employers as well as employees. There can be several strategic ways that can
be utilised by the senior management team to motivate the employees which can focus on several
aspects within the business.
Figure 1: General model of goal-setting theory
Source: [Lunenburg, 2011]
Dobre (2013) has also shown some ways that can be helpful in enhancing motivation level of the
employees where he discussed the Theory X and Theory Y factors like interpersonal
competencies, empowerment on performance so as to make the staff members satisfied. He also
said employees, want a reasonable and satisfactory salary as financial stability brings prosperity,
satisfaction and dedication among employees. The study also involves the description that, the
organisations which work effectively on the decision making that can help and involve the
employees have a high probability that they will attain high organisational performance with the
motivation dedication of the employees. Ganta (2014) said that the role of the employee
motivation cannot be neglected in any case since the overall organisational performance and the
effectiveness depends on the performance of the employees.
Irrespective of the leadership and other practices, Sokro (2012) has pointed out the role of
organisational culture in enhancing the employee’s dedication and motivation towards their tasks
in order to make the best out of them. The study presents the relationship that exists between the
organisational culture, motivation and performance. Since culture is an important intrinsic part of
the organisations that can help anyone to understand the effectiveness of the individuals and
hence should be kept at high priority to manage. Babnik, et al. (2014) also depicted that the
culture possessed within an organisation should highlight the mission and vision of the business
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which shows the competencies of the business to the open markets. Elnaga and Imran (2013)
take this as a very critical and crucial issue at present days of varying dynamics and hence
provoked the management for providing the best available training and skill development
sessions so that they can synchronise with the changing demands and hence attain motivation
and dedication as an additional benefit. Likewise, Shahzadi, et al. (2014) rewards management
systems can also be the best solution and a way to enhance the motivation and dedication level of
the employees.
CONCLUSION
Aforementioned can be concluded as the organisations with the highly satisfied and motivated
employees can get the best results and to attain high motivation among them, there can be
several practices that can be utilised. The overall study can be concluded as there are several
ways which can be highlighted under the aspects of leadership and management practices,
rewards and performance management, the culture within the organisation and training and skill
development sessions. Overall it can be concluded that, if an organisation needs to create a
strategic position and value in the markets, they should involve practices that can enhance the
satisfaction and motivation level of the employees to attain the desired aims and objectives.
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REFERENCES
Anderfuhren-Biget, S., Varone, F., Giauque, D. and Ritz, A., 2010. Motivating employees of the
public sector: does public service motivation matter?. International public management
journal, 13(3), pp.213-246.
Babnik, K., Breznik, K., Dermol, V. and Trunk Širca, N., 2014. The mission statement:
organisational culture perspective. Industrial Management & Data Systems, 114(4), pp.612-627.
Diefendorff, J.M. and Chandler, M.M., 2011. Motivating employees.
Dobre, O.I., 2013. Employee motivation and organizational performance. Review of applied
socio-economic research, 5(1).
Elnaga, A. and Imran, A., 2013. The effect of training on employee performance. European
Journal of Business and Management, 5(4), pp.137-147.
Ganta, V.C., 2014. Motivation in the workplace to improve employee performance. International
Journal of Engineering Technology, Management and Applied Sciences, 2(6), pp.221-230.
Lunenburg, F.C., 2011. Goal-setting theory of motivation. International journal of management,
business, and administration, 15(1), pp.1-6.
Manzoor, Q.A., 2012. Impact of employees motivation on organizational effectiveness. Business
management and strategy, 3(1), pp.1-12.
Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M., 2017. Human resource management:
Gaining a competitive advantage. New York, NY: McGraw-Hill Education.
Panagiotakopoulos, A., 2014. Enhancing staff motivation in “tough” periods: Implications for
business leaders. Strategic Direction, 30(6), pp.35-36.
Shahzadi, I., Javed, A., Pirzada, S.S., Nasreen, S. and Khanam, F., 2014. Impact of employee
motivation on employee performance. European Journal of Business and Management, 6(23),
pp.159-166.
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Shearer, D.A., 2012. Management styles and motivation. Radiology management, 34(5).
Sokro, E., 2012. Analysis of the relationship that exists between organisational culture,
motivation and performance. Problems of Management in the 21st Century, 3(3), pp.106-199.
Springer, G.J., 2011. A study of job motivation, satisfaction, and performance among bank
employees. Journal of Global Business Issues, 5(1), p.29.
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