The Role of Employee Dedication in Organizational Success
Discuss About The Changes Employee Motivation Of Enterprises.
The success of every organisation and business mainly depends upon the dedication of its diligent workers who provide excellent productivity. It is seen that employees who provide extra effort can make a big difference to the organisation helping it to earn profits. It is also observed that the employees who perform only what the job responsibilities require them to do and nothing more than that can stymie the expected progress of the organisation (Aboelamaged, 2018). Therefore, duty of the management is to motivate the employees in ways by which they can reach their full potential and maximal level of productivity. Researchers are therefore of the opinion that those organisations who can recognise as well as encourage increased productivity are seen to be more successful in comparison to their counterparts who do not encourage their employees to do so (Raziq & Maulabakish, 2015). Often motivation is seen to be one of the most important driving factors for increasing productivity of employees. However, not all motivating factors can induce the same happiness and zeal in the workers to work beyond their capacity. While some individuals say that better pay motivates employees to become highly productive, others are of the opinion that happier the employee, the better is the productivity (Menges et al., 2017). This assignment will mainly be argumentative where the later claim would be supported against the former claim and different evidences would be provided to support the argument.
The statement that better pay makes employees more productive cannot be supported. In place, happy employees are better production givers. Engaged and motivated employees are extremely important for every organisation. They are fund to be extremely crucial for driving the business productivity, profitability as well as customer service. Therefore, finding and keeping top talent is extremely significant for every business (Albrecht et al. 2015). In many of the companies, money is found to be the most frequently used motivator but researches show that financial incentives are indeed a poor choice for changing the behaviour of the employees to make them more productive. Money is extremely important to pay bills and support families but once when the fundamental needs are met, the psychological benefits of money become indeed debatable to make employees continue to give more productivity. Researchers have shown that there is often little correlation between the pay and job satisfaction levels and this extend even beyond cultures and geographies. Many of the studies have indeed shown that people’s professional lives are greatly enriched when the employees feel that they are indeed making progress in the work that is meaningful to their professional career (Hasibuan et al., 2016). When organisations are able to give employees a sense of meaning, it helps them to build organisations that are effective and competitive. Researchers after conducting many studies have come to conclusion that when employees are given meaning as well as ownership of their work, they are seen to be more committed in doing it. They are seen to be more personally motivated as well as more personally engaged (Ng & Lucianetti, 2016). When employers place more importance and time to understand what the employees really value and provide them recognition as contributing members of winning teams, employees are seen to be much happier and more enthusiastic in their approach towards the organisation. When the employees are able to align with the mission and vision of the organisation with the help of the management and when the boss shows appreciation of the work of the employees, taking every opportunities to celebrate success of the employees, the later feel loved, cared and accepted in the organisation. Therefore, intrinsic motivation has the capability to marketing employees to not only dedicate to themselves to the organisation but also helps them to develop a sense of ownership of the good will and profit of the organisation. Such behaviour of the employees helps in increasing the productivity largely (Njoroge & Yazdanifard, 2016). Money on the other hand is an extrinsic motivator and cannot help in establishment of a lifelong relationship of dedication of the employee towards the organisational development and better productivity. Those organisations, which will claim to provide higher money to the individuals, can easily attract those employees easily. Such employees can never be retained and therefore they cannot prove to be a true companion of the organisation when the organisation goes through periods of distress. Therefore, happy employees are stated to be more productive and dedicate themselves entirely to the welfare of the organisation (Masadeh et al. 2016). However, those employees who use money as the sole motivator can provide high productivity but they can never be considered as a dedicating employee and can change their focus, when monetary compensations does not make them satisfied or when they find better financial opportunity.
The Significance of Motivation in Driving Business Productivity, Profitability, and Customer Service
Another angle can be also provided in their argument where money does not only satisfy employees and there are many other factors that are also considered by employees to work in the organisations. Money cannot always ensure to motivate people to provide more productivity. Many other motivators also play key role in deciding the morale of the employees, making them much happier and satisfied and helping them to provide greater productivity (Bhuvianeh & Raya, 2016). Trust is one of the most important aspects that have great contribution in developing the morale and making employees much more dedicated towards production. When employees feel that their employers trusts them completely and is trying their best to meet the interests of the employees, they feel happier and contented with their position in the organisation and develop an intrinsic motivation to work for the betterment of the organisation and the employer. (Scott et al., 2015) An environment of trust and transparency makes employees happy and more productive (Xiong & King, 2015). Many employees prefer this attribute rather than monetary compensations and hence only better pays is not enough to make employees productive all the time. Many others researchers are of the opinion that recognition is yet another motivating factors that can also motivate people by making them happy and enabling them to develop an intrinsic feeling to provide more productivity. Researchers are of the opinion that the simple act of letting an employee know about their dedication and high quality performance and thereby recognizing their achievements that helps the organisation to flourish can help in developing the productivity of the nation. When employees are appreciated, they develop a feeling of accomplishment and this in turn makes them satisfied and happy. They feel that their dedication is recognised and cared for by the organisation 9Navimipour et al., 2015). Such respect makes human beings happy, they tend to dedicate themselves more to prove their capability, and hence they are seen to be highly productive in comparison to those employees who are motivated by money. The inner enthusiasm to provide one capability has huge strength to make the people work beyond their capability and meet the organisational goals and vision. Another factor that also leads to higher production in employees making them satisfied is better chances of career advancements. When employees feel that that they have greater avenues as well as opportunities for the employees for advancing in their positions, they feel excited as they feel that they can advance in their careers and cross milestones to emerge out as expert professionals (Hanaysha & tjahir, 2016). Many professionals are highly ambitious and therefore career advancement opportunities make them happy and result them in working with the organisation whole heartedly providing more productivity (Van De voorde et al., 2016). Therefore the claim that better pays make employees more productive cannot always be held true but happier employees who are well recognised, have source career advancement and develops a relationship of trust with the organisation also provides higher productivity.
Why Financial Incentives are Not the Most Effective Motivational Tool
There are different theories that have also supported many other factors that lead to motivation besides money being one of the factors. One can take the example of Maslow’s hierarchy of needs in order to provide more strength to the claim that is made in the assignment. Maslow has clearly five important things that are extremely important for the professionals to achieve in order to be motivated to work. In this theory, there has been no mention of monetary benefits as a measure of being motivated. The first one is the psychological need like food, water, shelter. The other factors are safety, feeling of love and belongingness, esteem as well as self-actualisation (Jung & yoon, 2016). In this theory, Maslow has not been seen to provide importance to financial benefits as a rationale for motivation in employees and therefore it can be used in order to prove that the statement that “better payoffs result in better productivity” can be nullified. Hertzberg Two factor theory can also be used here to shed more light on the arguments that are being made. This theory states that two categories of factors affect productivity at work. The first category is called the motivational factors that result in satisfaction as well as motivation of the employees to work harder. These factors are enjoying the work, career progression as well as feeling recognised. These category called motivational factors do not see the involvement of monetary compensations as one of the motivational factors for the development of productivity in the individuals working for the organisation (Zavadsky et al., 2015). There is also another set of category called the hygiene factors, which does not necessarily influence motivation but lack of these factors, may make employees demotivated. These include salary company policies, benefits, and relationships with managers and co-workers. Hence, salary was seen to be included in the hygiene factor which means the researchers has clearly stated that salary is one of the factors which does not necessarily does not motivate employees but low salaries may make them motivated (Dugguh & Dennis, 2014). Therefore, this easily helps to prove the fact that the claim of better payoffs resulting I higher productivity cannot be supported. Again, Maslow’s theory says that when all the needs of the persons are meet, they become happy and satisfied and they can increase productivity by being motivated. Therefore, the statement that happy employees are more productive can thereby be stated to be correct.
The Importance of Employee Satisfaction and Motivation Beyond Financial Compensation
From the entire discussion, it is seen that better pay offs are not enough to make employees motivated to continue giving higher productivity for a large period. Such employees who get motivated with better pay offs might give higher productivity but they can also shift their base to a new organisation who attracts them with higher salary or incentive structure. Therefore, such employees may not tend to dedicate themselves in ways by which they feel to meet the mission and vision of the organisation although they try to achieve higher productivity. On the other hand, employees who are satisfied with their job role and enjoys working in the organisation would be considered as happy employees who do not require extrinsic motivation factors like money to hold them back to produce higher productivity. It is clearly stated in the assignment that employees who feels that the company trusts them, maintains transparency with them, shares all important information of the organisation with them feels that they are respected cared and loved by the organisation. This helps them develop intrinsic motivation to provide more productivity for the organisation that trust them and helps them to overcome all barriers. Thus, symbiotic relationship is yet another motivational factor that ensures employees are happy and providing high productivity. Such motivational factors help them to stick to the organisation even when the organisation is in crisis and their dedication for the organisation makes them sure that they are providing high productivity. Often when employees see that the organisation is giving them scopes for career advancement by which they can become expert professionals, the employees also feel motivated. They tend to develop an internal urge to work their best to provide more productivity and do not require extrinsic motivators to inspire them to develop more productivity. Moreover, the individuals who are acknowledge by their employers feel more encouraged and happy and they try to keep up the good work and achieve more productivity to meet the expectations. Therefore, it is seen that the only money is not the sole factor that can make the employees productive. There are many other factors which make employees happy and that in turn results in higher productivity. Moreover, theories have also been seen that support the claim and the argument that happy employees are productive are proved to be true through the argumentative essay.
References:
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Factors Contributing to Employee Satisfaction and Motivation such as Trust, Recognition, Career Advancement, and Intrinsic Motivation
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