According to the findings of recent research, it is no longer safe to assume that happy employees will continue to work for an organization (Lee et al., 2018). Gaining an understanding of employee motivation is critical to achieving long-term success in the organizational environment (Welch and Brantmeier, 2013). Rutherford (1990) argues that a motivated workforce is key to a company's success since it encourages workers to seek out better ways of doing their jobs.
In other words, motivation can be described as
following a series of directives that strengthen and enhance employee
performance in order to reach predetermined goals (Kalimullah et al, 2010). The top five motivational factors for
retaining employees, according to university research administrators, are a
supportive and encouraging supervisor or top management, good relationships and
positive interactions with coworkers, decent compensation, a quality work-life
balance, and benefits (Welch
and Brantmeier, 2013).
A number of theories and models developed by industry experts suggest that companies can boost motivation and retention while avoiding the drawbacks of high employee turnover. The human motivation theory of McClelland describes three major motivators of human such as the need for achievement, power, and affiliation in which all the human being holds these traits of motivation but only one will be dominant (McClelland, 1987).
Above diagram, Figure 1 is based on (McClelland,
1987)
Therefore, this blog further claims that it is crucial to identify the dominant trait of the motivation of their employees. McClelland (1987) proposes that organizations should offer employees with achievement dominance a greater degree of autonomy and responsibility by assigning them more challenging tasks that require them to think creatively and solve problems on their own.
Secondly,
affiliation dominance, which describes employees who are willing to work
collaboratively rather than stay competitive, can be employed in low-risk
teamwork to ensure their long-term retention within the organization. Thirdly, the power dominance criteria of
employees must be continuously challenged with their assigned tasks, including
empowering them to make progress toward their professional goals, in order to
keep them engaged positively for a better retention strategy within the
organization.
In addition, employee motivation can be promoted by quality leadership, competitive pay, incentive programs, special allowances, benefits packages, encouragement, trust, respect, collaborative decision-making, opportunities for growth, need recognition and fulfillment, organizational loyalty, recognition, empowerment, inspiration, safe workplace conditions, training and accessibility to information, and effective communication (Dwibedi, 2018).
Some of the strategic measures that can be adopted to improve and maintain employee motivation and retention can be illustrated as follows: availability of frequent training and development programs, providing a sound and effective communication system, offering a satisfactory and fair remuneration package, providing for flexible working hours and a working environment, allocating more responsibility and autonomy to the employees, facilities for job improvement and job expansion, providing for appropriate complaint handling and strengthening of employer-employee relationships (Sushil, 2013).
References
Dwibedi, L. (2018) ‘Impact of Employees Motivation on Organizational Performance’, Academic
Voices: A Multidisciplinary Journal, 7, pp. 24–30. Available at: https://doi.org/10.3126/av.v7i0.21364.
Kamalian, A.R., Yaghoubi, N.M. and Moloudi, J., 2010. Survey of relationship between organizational
justice and empowerment (A case study). European Journal of Economics, Finance and Administrative
Sciences, 24(2), pp.165-171.
Lee, T.W. et al. (2018) ‘Managing employee retention and turnover with 21st century ideas’,
Organizational Dynamics, 47(2), pp. 88–98. Available at: https://doi.org/10.1016/j.orgdyn.2017.08.004.
McClelland, D. (1987) Human Motivation. Cambridge, United Kingdom: Cambridge University Press.
Nostrand Reinhold Syedain, H. (1995). The rewards of recognition. Management Today,72-
75.Rutherford, D. G. (1990). Hotel Management and Operations. New York, NY: Van
Sushil, S. (2013) ‘Motivation and retention: HR strategies in achieving quality of work life’,
Global Journal of Management and Business Studies, 3(7), pp. 763–768. Available at:
https://www.ripublication.com/gjmbs_spl/gjmbsv3n7_10.pdf.
Welch, L. and Brantmeier, N.K. (2013) ‘Examining employee retention and motivation trends in
research administration’, The Journal of Research Administration, 52(2), pp. 70–86. Available at:
https://files.eric.ed.gov/fulltext/EJ1325462.pdf.
Great Article Nirosha, agreed with your post, Maintaining a productive workforce, according to Gering and Conner (2002), is essential for any organization because, if it can't keep its employees, it won't be able to properly utilize its human resource as employees rise through the organization. Many studies have looked at customer retention and how much it helps a firm (Alshurideh 2017; Alshurideh et al. 2017; Alshurideh 2016a,b,c,d; Kurdi et al. 2020). Alhurideh (2016). This information supports the idea that employees are seen as a core and important business asset. There haven't been many studies, though, that focus on employee retention and the ways that workers can actually help any company.
ReplyDeleteThanks Manoj for commenting my post and adding furthermore, employee retention is the responsibility of the company to retain their best performers or risk losing them (Frank, 2015). The turnover costs associated with each employee are high and are considered the largest unknown costs that an organization can face (Paillé, 2013).
DeleteGreat article Nirosha. In addition to that, if an employee is rewarded through the organization their behaviour is not affected when it comes to knowledge sharing among employees. However, if an employee is motivated intrinsically they are more likely to share their knowledge, attitudes, and intentions to a better work place environment (Lin, 2007).
ReplyDeleteAgreed Miyuru and adding furthermore, retention is considered as all-around module of an organization’s human resource strategies. It begins with the hiring of right people and continues with practice of keeping them engaged and committed to the organization (Freyermuth, 2004).
DeleteInteresting Article Nirosha and i agreed with the content, When going through the process of human learning, motivation is a key component. Knowledge within the company is not realistically utilized to its fullest if the company has the ability to inspire its staff. Therefore, it becomes the goal of any learning organization to identify the elements that will enable it to encourage its people to pursue lifelong learning and use this knowledge to sustain itself (Osteraker, 1999).
ReplyDeleteThanks Dehara for your compliment for my article According to Ahmad (2013), commitment acts as a link in the indirect relationship between employee training and retention. The author goes on to explain that workers who place a high priority on training and development for the sake of their professional advancement may be more likely to work for an employer who regularly gives them access to useful, up-to-date information.
ReplyDelete