Employee motivation and its impact on job performance
1
LITERATURE REVIEW
EMPLOYEE MOTIVATION AND ITS IMPACT ON JOB PERFORMANCE
Tanaya V. Durge
Department of psychology,
Thakur Ramnarayan college of Arts and Commerce, Mumbai
Paper VI: Industrial and organizational psychology
Prof. Vrushali pendse
August 21, 2021
Author Note
First and foremost, I am highly indebted to the Almighty God whose providence has brought me this far
through the challenges of life.
I would like to thank Thakur Ramnarayan college of arts and commerce for providing me with an
opportunity such as this which challenged me to go an extra mile.
I want to express my profound gratitude to my professor Prof. Vrushali Pendse, for taking the pains to
provide me with all the necessary information needed to make this project a success and for guiding and
correcting me through this with all the possible attention and care.
Employee motivation and its impact on job performance
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CONTENT
1. Abstract --------------------------------------------------------------------------------------------------------------2. Introduction ---------------------------------------------------------------------------------------------------------3. Literature review ---------------------------------------------------------------------------------------------------3.1 An assessment of the impact of employee motivation on organizational performance and productivity
in public enterprises: the case of electricity company of Ghana, legon district by Abigail Tetteh-----------3.2 Impact of employee motivation on job performance by Irum Shahzadi, Ayesha Javed, Syed Shahzaib
Pirzada, Shagufta Nasreen, Farida Khanam-------------------------------------------------------------------------3.3 Effective Organizational Communication: a Key to Employee Motivation and Performance by Kirti
Rajhans--------------------------------------------------------------------------------------------------------------------3.4 The measurement of employee motivation by using multi-factor statistical analysis by Roman
Zámečník-----------------------------------------------------------------------------------------------------------------3.5 The Genos employee motivation Assessment by Gilles E. Gignac and Benjamin R. Palmer------------4. Conclusion------------------------------------------------------------------------------------------------------------5. References--------------------------------------------------------------------------------------------------------------
Employee motivation and its impact on job performance
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ABSTRACT
The majority of organizations are competing to survive in this volatile and fierce market environment.
Motivation and performance of the employees are essential tools for the success of any organization in
the long run. On the one hand, measuring performance is critical to organization’s management, as it
highlights the evolution and achievement of the organization. On the other hand, there is a positive
relationship between employee motivation and organizational effectiveness, reflected in numerous
studies.
This paper aims to analyze the drivers of employee motivation to high levels of organizational
performance. The literature shows that factors such as empowerment and recognition increase employee
motivation(intrinsic factors). If the empowerment and recognition of employees is increased, their
motivation to work will also improve, as well as their accomplishments and the organizational
performance. Not all individuals are the same, so each one should be motivated using different strategies.
For example, one employee may be motivated by higher commission, while another might be motivated
by job satisfaction or a better work environment.
Research by (Drake, 2007) states that motivated employees are likely to display superior performance and
research by (lazaroiu, 2015) also confirmed a positive relationship between satisfaction of employees
needs and their performance in the organization. Therefore, employee motivation and performance are
directly proportional to each other.
The purpose of this literature review is to present a theories that explain employee motivation in the work
space and establish its correlation with the employees job performance, the impact it has on an employees
performance at his/her job and also how can we effective measure what motivates the employees of a
particular organization and on what basis the managerial practices should be taken up by managers for
motivating the employees to boost their performance.
Keywords: empoyee motivation, performance, satisfaction, empowerment
Employee motivation and its impact on job performance
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INTRODUCTION
Motivation results from the interaction of both conscious and unconscious factors such as the intensity of
desire or need, incentive or reward value of the goal, and expectations of the individual and of his or her
peers. These factors are the reasons one has for behaving a certain way. Most employees need motivation
to feel good about their jobs and perform optimally. Some employees are money motivated while others
find recognition and rewards personally motivating. Motivation levels within the workplace have a direct
impact on employee productivity.
Workers who are motivated and excited about their jobs carry out their responsibilities to the best of their
ability and production numbers increase as a result. An incentive is a motivating influence that is
designed to drive behavior and motivate employees to be produce quality work. Employers use several
types of incentives to increase production numbers.
There has been a lot of research done on Motivation by many scholars. Four of the classical literature and
theory on motivation are: (1) Maslow's Hierarchy of Needs, (2) Herzberg's Motivation/Hygiene (two
factor) Theory, (3) McGregor's X Y Theories, and (4) McClelland's Need for Achievement Theory.
Maslow states that people are motivated by unmet needs which are in a hierarchical order that prevents us
from being motivated by a need area unless all lower level needs have been met.
Herzberg states that satisfaction and dissatisfaction are not on the same continuum and are therefore not
opposites. He further states that the motivational factors can cause satisfaction or no satisfaction while the
hygiene factors cause, dissatisfaction when absent and no dissatisfaction when present, both having
magnitudes of strength. McClelland's need for achievement underlies Maslow's self actualization. The
similarities to Herzberg are that high achievers tend to intersted in Herzberg's motivators while low
achievers are more concerned about hygiene factors. McGregor's Theory Y matches much of Maslow's
self actualization level of motivation. It is based on the assumption that self-direction, self-control, and
maturity control motivation. Vroom defines motivation as a process governing choices made by persons
among alternative forms of voluntary activity (Hamner and Organ 1978, 142). Motivators are the factors
that arouse, direct and sustain increased performance (Duttweiler 1986, 371).
EMPLOYEE MOTIVATION
It has been defined as the psychological process that gives behavior purpose and direction (Kreitner 1995,
168), a predisposition to behave in a purposive manner to achieve specific, unmet needs (Buford, Bedeian
& Lindner 1995, 31-34), an internal drive to satisfy an unsatisfied need (Higgins 1994, 114).
Many factors like environment, capital and human resources influences how organization performs.
Though human resources is seen as having the most influence on the performance of organization. It is
legitimate thus to debate that an organization needs to motivate its employees in order to accomplish its
stated goals and objectives.
It is apparent that managers needs to motivate employees if they want to get the necessary results for
the organization. It can also be said that there is an agreement about the facts that motivation is an individual development, it is depicted as being deliberate, it has several sides and the aim of motivational
theories is to predict behaviours.
Employee motivation and its impact on job performance
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JOB PERFORMANCE
A good employee performance is necessary for the organization, since an organisation’s success is
dependent upon the employee’s creativity, innovation and commitment (Ramlall 2008, 128). Good job
performance and productivity growth are also important in stabilizing our economy; by means of
improved living conditions, high wages, increase in the availability of goods for consumption, etc (Griffin
et al 1981) Griffin et al. also argue that therefore research of individual employee performance is
important to society in general.
An effective performance management action is an important tool for employee motivation for optimal
performance. However, it is not an enough condition for effective performance management. The most
important issue with any performance management system is how critically it is taken and how devotedly
it is used by managers and employees. (Pulakos 2009, 103).
Efficient management of performance requires a strong apprehension of the performance domain. That is,
apprehending the obligation and projects that are part of the job description within a company or
organization. Once you have a full skills of what the job requires, you have the basis for assessing and
enhancing performance. This is the foundation for assessing and improving performance within a
company. When this is lacking, the outcome is a missing link in evaluating employee performance and
the possibility of improving on the employee performance within the organization.
Employee motivation and its impact on job performance
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LITERATURE REVIEW
1] AN ASSESSMENT OF THE IMPACT OF EMPLOYEE MOTIVATION ON
ORGANISATIONAL PERFORMANCE AND PRODUCTIVITY IN PUBLIC ENTERPRISES;
THE CASE OF ELECTRICITY COMPANY OF GHANA, LEGON DISTRICT.
BY
ABIGAIL TETTEH
MAY 2017
This study seeks to assess how public enterprises motivate their employees and the impact this has on
productivity and work performance; using Legon district of the Electricity Company of Ghana as a case.
The study seeks to examine the impact of employee motivation on organizational performance and
productivity in public enterprises. The objectives of the study is to examine the impact of employee
motivation on organizational performance and productivity in public enterprises.
The study adopted a mixed method approach of research design. The case study design was also used
because it measures and provides an in depth analysis of every information or data obtained about the
phenomenon of investigation.
The questionnaire was used to solicit for information from respondents. The questionnaire was used
extensively and it comprises of open-ended and close-ended questions. Both the open-ended and
close-ended questions focused on different research questions posed.
The questionnaire was used to solicit for information from the Manager and the members of staff at the
middle level of management. Interviews were conducted with members of staff or employees at the lower
level.The SPSS software was finally used to process the data and create tables and charts for easy
analysis and interpretation of the information.
The study population comprised of members of staff at the electricity Company of Ghana, Legon
District in Accra.
Results and discussions
It was revealed that 58.8% were aware of motivational packages, 62.5% of the workers have been
motivated before since employment whiles 37.5% have not received any form of motivation. The
motivational packages outlined from the survey included study leave, bonuses, Christmas packages,
increment in salary, transport allowance, utility allowance, appreciation, long service award, and best
worker award, monthly distribution of toiletries, maintenance allowance and promotion.
According to the respondents, they feel appreciated when there are signs of trust, respect and high
expectations from superiors and colleague workers. Majority of the respondents strongly agreed to staff
development as a form of motivation.
Bonuses, good and decent accommodation, car and rental loans are also forms of motivation which can
cause an increase in organizational performance and productivity and has been proven with respect to the
strong agreement given by respondents. Ideally, employees perform at the best level when they are
recognized and appreciated for the good work done as this reflected in the analysis. Recognition or
appreciation of an effort made or a good job done is likely to produce even better job apart from making a
happier and more satisfied worker.
Employee motivation and its impact on job performance
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Employees at ECG believes in career advancement and this can be proven from the field survey where
majority of the population, that is, 50% strongly agreed that career advancement can bring about an
increase in performance. Also, good working environment and interpersonal relationship enhances
performance of employees. 28.8% of the respondents strongly agreed that interpersonal relations between
superiors and their subordinates can bring about performance enhancement whiles the majority of
respondents (56.3%) agreed.
Some challenges of motivation were outlined by respondents; difficulty in selecting the deserving
candidate for the best worker award, poor planning on the part of management, lack of supervision to
determine which employee is putting in much effort to achieve Organizational goals and objectives,
inadequate resources for motivation, insufficient incentives and employee dissatisfaction in relation to
discrimination among employees when distributing toiletries and other logistics were.
Findings
findings of the study and reveals that staff development is a strong form of motivation. Bonuses, good and
decent accommodation, car and rental loans are also forms of motivation which can cause an increase in
organizational performance and productivity.
Limitation
The study was limited to interviews and the use of a questionnaires with the intention of clarifying and
explaining issues that emerged during the administration of questionnaire.
Another area of constraint in carrying out this study is that results of a case study cannot be used to
generalize the entire population, nevertheless the in-depth analysis is good for contingent generalization
measure all the issues but just a sample out of the entire population(Public enterprises). A final constraint
was the general apathy of the Ghanaian culture towards research work which hindered accessibility to
prospective respondents who were to provide the needed information.
Comments
The outcome of these findings put together and reporting the views of employees of ECG, Legon District
shows that certainly there is a relationship between motivation and performance at the workplace as all
the indicators used pointed out to the fact. The way employees feel about themselves, their work and
treated by management goes a long way to affect their work.
Employee motivation and its impact on job performance
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2] IMPACT OF EMPLOYEE MOTIVATION ON JOB PERFORMANCE
By
Irum Shahzadi,
Ayesha Javed
Syed Shahzaib Pirzada
Shagufta Nasreen
Farida Khanam
2014
The objectives of the study are:
1) To find if the employee's motivation has a significant and positive relationship with employee
performance.
2) To find if the Intrinsic reward has a significant and positive relationship with employee performance.
3) To find if the Intrinsic reward has a significant and positive relationship with employee motivation.
4) To find if Employee perceived training effectiveness has a significant and positive relationship with
employee motivation.
Measures
There are two major purposes that current study has: First one is to find the relationship of different
variables in relation to employee motivation and employee performance.
Second, to collect information about the respondents of different characteristics which can be used to
understand the different variations of the same.
Methodology (IV and DV)
IV- variables include employee motivation, employee performance, intrinsic reward and employee
perceived training effectiveness.
DV- Job performance
Procedures
The questionnaire was distributed among 160 respondents in Bahawalpur, Yazman, and Alipur cities of
Pakistan. Before giving the questionnaire, the purpose of the study and questions were explained to the
respondents so that they can easily fill the questionnaire with relevant responses. A total of 160
questionnaires were selected. After collecting, the completed questionnaires were coded and entered into
the SPSS sheet for further analysis.
Sample
The population for present study is the teaching faculty of government and private schools of Bahawalpur,
Yazman, and Alipur, Pakistan.
A sample of 160 respondents were asked to take part in filling the questionnaire. The current study uses
convenience sampling which is a technique of non-probability sampling.
Reliability
Overall Cronbach’s alpha of Employee Motivation questionnaire items are 0.621. This shows that all the
18 items are reliable and valid to measure the opinions of employees towards Employee Motivation.
Employee motivation and its impact on job performance
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Hypothesis testing
-Employee motivation is 35% more than Employee performance. The result of the study supports
objective 1.
-The results suggest that intrinsic reward is almost 19% more than Employee performance. The result of
the study supports objective 2.
-That means the intrinsic reward is more than 50% to Employee motivation. Results of the current study
validate the objective 3.
-According to the results, Employee perceived training effectiveness contributes more than 3% to
Employee motivation. This result of study does not
validate objective 4.
Limitations
-More variables should be studied in future, such as demographic characteristics, personal characteristics,
abilities, and needs for goal achievement in examining employee motivation to identify the possible
effects that were not considered.
-More research should be conducted to investigate more demographically different groups of employees
to determine whether diverse motivation strategies should be used.
Conclusion
-Results of the study confirm the significant positive relationship between Employee motivation and
Employee performance
-Regression analysis of the employee motivation model shows that there is a significant positive
relationship with employee performance
-the variable intrinsic reward has a significant positive relationship with Employee motivation
-The regression results of the study confirm the negative relationship between Employee perceived
training effectiveness and Employee motivation.
According to the outcomes of the study accomplished on the association between motivation and job
satisfaction of employees by Sirota et al. (2005) having 135,000 respondents from different groupings and
countries, organizations implementing various motivation programs involving three constructs as
camaraderie, equity and achievement were considered to be more effective than organizations that had no
or twice as many ‘enthusiastic’ employee (of total 45%). A study was done to find the effect of employee
motivation on employee performance in which it was concluded that if employees are more motivated
then their performance will increase (Asim, 2013).
Employee motivation and its impact on job performance
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3] Effective Organizational Communication: a K ganizational Communication: a Key to Employee
Motivation and Performance
BY
Kirti Rajhans
JULY 2009
This paper enumerates the results of a study of organizational communication and motivational practices
followed at a large manufacturing company, Vanaz Engineers Ltd., based at Pune, to support the
hypothesis propounded in the paper.
The aim of the study is to purport that There exists a correlation between organizational communication
and employee motivation. The study indicates that employees are two times as likely to go to the extra
mile for the organization and almost four times as likely to recommend their company if they are satisfied
with the ways in which their company communicates on different occasions. If the employees feel that
management is communicating in an efficient manner, it motivates them to perform better and develops a
team spirit which is very essential for the smooth functioning of the organization.
Aim/Objective The objective of the present paper is to explore the interrelationship between communication and
motivation and its overall impact on employee performance.
The paper focuses on the fact that communication in the workplace can take many forms and has a lasting
effect on employee motivation. If employees feel that communication from management is effective, it
can lead to feelings of job satisfaction, commitment to the organisation and increased trust in the
workplace.
Research Methodology:
The methodology used was interviews of the employees of Vanaz Engineers Ltd. and communication
efforts recording sheets given to them. The interviews and the communication efforts sheets were
completed by 10 percent of the company population, randomly selected according to each department's
population base.
Results and discussion
From the analysis of the information received, it was found that Vanaz implements various effective
organisational communication practises which contribute a lot to motivate its employees and increase
their performance and loyalty towards the organisation. The company has a lowest staff turnover ratio.
The organisation values its employees and understands the importance of employee motivation in
maintaining the productivity and also the role of communication in employee motivation as sometimes
even the most basic communication errors can lead to employee dissatisfaction. This is clearly reflected
in their policies and practices. After the study of organisation communication of Vanaz Engineers, it was
found that facilitating effective communication has helped to improve employee motivation and
performance in the company
Employee motivation and its impact on job performance
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4] The measurement of employee motivation by using multi-factor
statistical analysis
by
Roman Zámečník
The aim of the analysis was to discover whether or not – and on the basis of the measurement of
similarities between the responses by workers to the main questionnaire, there existed the possibility of
identifying groups with similar compositions of motivators for whom it would be possible to elaborate a
unified motivational programme with an orientation on its simplification and on making it effective to
validate such a motivational programme through implementation in everyday working practice.
For the analysis of employee satisfaction and for motivational factors for the employees of industrial
manufacturing enterprises through the assistance of multi-criteria statistical analysis methods – i.e. cluster
analyses. This methodology was applied in a number of Czech and Slovakian industrial manufacturing
enterprises. In order to foster a better understanding, the contribution shows the results of their application
on a selection of furniture-making enterprises in the category of shop-floor workers.
Procedure
Information regarding motivation in these enterprises was acquired by means of questionnaires containing
27 motivational factors. Out of the 100 respondents, 66 shop-floor workers filled-in the questionnaires.
From the statistical significance point-of-view, this is a sufficient number for the determination of
motivator cluster structures and cluster analysis of the motivational criteria of the shop-floor workers of
this enterprise. The respondents had the task of indicating the motivational factors and assigning them an
evaluation ranging from 5 to 1 (5 – Most significant; 4 – Very significant; 3 – Significant; 2 – Quite
insignificant; 1 – Insignificant).
On the basis of practical verification with the assistance of cluster analysis, groups are formed of similarly
motivationally oriented employees. Analysis of these groups are further determined by the priority
allocated a motivational factor for an individual group. The motivational factor can subsequently be used
in the creation of a motivational programme for a group of similarly motivated employees.
Results and discussion
Surprisingly, among the most important motivators in the enterprises investigated were - self-sufficiency
(i.e. independence) when working, free time, interpersonal relationships within the workplace, degree of
personal responsibility and atmosphere in the workplace. It is only in eighth place of importance that
wage/salary levels are to be found, and which – in parallel research into comparable enterprises (as well
as in earlier research studies conducted within these same enterprises) this was to be found in the priority
position at the peak of the motivator rankings. This is proof of the need of employees for improvements in
the interpersonal and working relationships in employment, and which suppress the primary desire for a
higher income.
Employee motivation and its impact on job performance
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On the basis of analysis and of the acquired results, it can be stated that - in the enterprises we analysed,
there exists the possibility of creating motivational programmes for groups of similarly
motivationally-oriented employees unified according to their motivational and value-orientations. At the
same time, it is necessary to point out that the suggested possibility for the unification of motivational
programmes for groups of employees of necessity must undergo even more detailed practical elaboration
and subsequent verification. At the same time, there is a need to emphasise the interim and ongoing need
for the updating of motivational programmes in the context of developments in employees` values
orientations, which may change through time. Further, there exists the possibility for the eventual
individualisation of generalised motivational programmes through the use of motivators associated with
self-realisation and individual employees` personal ambitions.
Implications
Marking the motivators in the questionnaire provides information as to the character of ordinal qualitative
features. From the methodological perspective, this has to do with a classical multidimensional matrix of
the Objects × Tracked Features type useable in the course of upholding certain basic principles for the
validation and application of multi-dimensional statistical methods. Of these methods, in this analysis, we
used the Cluster Analysis Method due to the need to investigate the possibilities of creating certain types
of motivational programmes – that is to say, the possibility of establishing a unified motivational
programme for a group of employees with similar motivational profiles (not only for blue-collar workers,
but also for middle management too).
Employee motivation and its impact on job performance
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5] The Genos employee motivation
Assessment
by
Gilles E. Gignac and Benjamin R. Palmer
Overview
This is new assessment designed to help managers and human resource professionals better understand
the motivational characteristics of their employees and how this compares with their perceptions of the
environment within which they work. It posit that such insight and information may prove useful in the
conceptualization of strategies to facilitate employee engagement and job performance more broadly, at
the group and individual level. It describe the model of motivation the assessment has been designed to
assess, report some preliminary research findings on its predictive validity, and, Finally, describe
GEMA’s potential utility as a learning and organizational development tool.
Purpose – This paper aims to describe a new measure of employee motivational fit, namely the Genos
employee motivation assessment (GEMA), its predictive validity and use in learning and organizational
development activities.
Design/methodology/approach – Within three different organizations, employees completed GEMA via
an online web survey system. Correlation analyses were then performed with a series of job performance
and employee engagement data.
Sample
The analyses were based on three samples. The first sample consisted of 82 employees (76 percent female)
working in a call center within an Australian industrial company. The employees were categorized into
nine units with an average of 9.11 employees within each unit. The second sample consisted of 139
employees (77 percent female) working in a call center within an Australian insurance company. The
employees were categorized into seven units with an average of 19.9 employees within each unit. The
third sample consisted of 460 employees (31 percent female) working in a UK utility company. The
employees were categorized into ten units with an average of 46 employees within each unit.
Measures
The Genos employee motivational assessment (GEMA) was used to measure the degree of motivational
alignment between employees and their role, management, team, and organization motivational
characteristics. GEMA consists of 45 item dyads whereby respondents rate the degree to which a
motivational characteristic motivates them to work and the degree to which that motivational
characteristic is present in their work environment.
Employee motivation and its impact on job performance
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Each pair of items are rated on a six-point scale (0 to 5) based on the verbal anchors
provided below
I am motivated by making a contribution to
society in my work
1b My role involves making a contribution to society
through my work
2a I am motivated by management that makes
decisions quickly
2b I am supervised by management that makes
decisions quickly
3a I am motivated by a team where there is the
opportunity to regularly work with different team
members
3b I work in a team where there is the opportunity to
regularly work with different team members
4a I am motivated by an organization that has clear
levels of management and authority
4b I work in an organization that has clear levels of
management and authority
Procedure
Employees within all three organizations were contacted by an HR representative via e-mail for the
purposes of inviting them to participate in a study that would help the participating organizations to
understand their work relevant motivational preferences. The employees were assured that their responses
would remain anonymous and that the data would be analyzed only at the group level by an organization
external to their place of work. Typically, the organizations allowed the employees two weeks to
complete the survey, which was administered online by Genos Pty. Response rates were 75, 100, and 28
percent for the industrial company call center, the insurance company call center, and the utility company,
respectively.
Data analysis
In all three samples, a series of Pearson correlations were performed between GEMA fit levels and
outcome variables. As the three samples were considered either complete or quasi representations of the
populations of interest (i.e. a substantial percentage ofemployees within the population were included in
the sample), it was not considered necessary to estimate statistical significance levels associated with the
correlation coefficients.
Findings – Motivational fit (i.e. the degree of alignment between what an individual is motivated by and
experiences in their work), within four areas measured by GEMA (namely, role fit, management fit, team
fit, and organization fit), were found to be associated with average predictive validity correlation
coefficients equal to 0.46, .073, 0.67, and 0.52, respectively.
Employee motivation and its impact on job performance
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Research limitations/implications – Statistical analyses at the individual level would be beneficial in
future research. Additionally, whether motivational fit can be improved via learning and/or organizational
development interventions, and whether such improvement leads to corresponding improvements in
performance and engagement remains to be determined.
Practical implications – Intervention initiatives designed to improve motivational fit need to be designed
and tested. The findings of this study suggest that successful interventions may result in improvements in
job performance and employee engagement.
Originality/value – This paper will be of interest to professionals in recruitment, learning and
organizational development interested in the improvement of job performance and employee engagement.
This is the first study to examine the validity of GEMA scores and to propose the potential use of
motivational fit as an intervention medium to improve these areas
Employee motivation and its impact on job performance
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CONCLUSION
Employee motivation and performance is very central in the management of employee within a company
or organization. This is because it has a direct bearing on the company productivity or quality of services
rendered. This intends has an impact on the company profits and continued existence. As a consequence,
management most continuously put in place a veritable motivational structure so as to achieve greater
performance.
Because of the complexity and dynamism of this academic discipline, researchers have attempted to give
a theoretical explanation on how best employees can be motivated and how this can lead to higher
performance. Although these theories have extensively duel on how best employee motivation can lead to
higher performance; we most lost sight of the fact that theories cannot exhaustively explain human
behavior and how best employees can be motivated to achieve higher performance. This is because
theories are ideological and sometimes abstract and may aim at satisfying the curiosity of researchers.
That is why theories must be purposefully used with a guided focus.
Therefore the application of theories in social science must be well guided and the relevant parts of the
theory applied to achieve the intended desire in motivation for high performance by a company.
The literature review creates a practical link between the theoretical assumptions and the practical reality
on how best employees can be motivated for higher performance.
People have different needs and these different needs make them to behave in different ways. Majority of
the respondents in the researches mentioned above agreed that when well paid their motivation to work
for better performance increases. As an employee the salaries will form the bond that will keep them
closer with the company. When this need is achieved it will trigger another dimension of thinking to
realize another achievement. This perception is in accordance with Maslow´s hierarchy of needs which is
termed the basic needs. (Srivastava 2005, 69). From the findings the psychological state of the employee
has a major influence on their motivation. Within this category are collaboration with other employees
and frequent company meetings. These attributes creates a friendly working environment which gives rise
to higher motivation at work. By visualizing Maslow’s hierarchy of needs, we realize these attributes will
support the belonging needs. (Srivastava 2005, 69) In addition, letting employees to partake in decision
making for the company and employees are free to make decisions for the interest of the company will
enable the employees to have an additional motivation. The utilization of the employee ability, free to
make decision at their job area and valuing their services further buttress the theoretical understanding of
esteem needs put forth by Maslow. (Srivastava 2005, 69)
As the lower needs are fulfilled it gives the employees additional confidence at their job environment. It
therefore triggers the desire for the achievement of company targets which is understood by Maslow
theoretical assumption of what he terms self actualization. This is the highest level need in the hierarchy
of needs as put forward by Maslow. (Srivastava 2005, 69)
From the findings, some employees are motivated when they meet their target goals while other
employees are more motivated when they are working under pressure. Yet, other employees were more
motivated when they have challenging task. Furthermore, some employees enjoy working in a company
were they have job satisfaction. The above findings are consistent with Frederick Herzberg two factor
theories for motivation. Moreover, some employees still considered a better pay will arouse their
motivation at work. On the other hand some employees considered company policies such as contest for
best worker, end of year certificates for outstanding employees, internal promotion system and the
publication of good performance within the company as aspects which trigger their motivation for high
performance.
Employee motivation and its impact on job performance
17
The findings equally illustrates that it is the responsibility of the managers to motivate the employees
which creates an enabling ground for high performance within employees. This view has a direct
correlation with John Adair’s fifty-fifty theoretical reasoning on how employees can be motivated for
higher performance within a company. John Adair presupposes that fifty percent of motivation comes
from within a person and the remaining fifty percent comes from the environment. To him, within these
external factors; the nature and quality of leadership within a company is very important . This therefore
justifies the fifty-fifty theory of John Adair. (John 2006, 38-41)
Employee’s motivation for better performance is so vital in order for the company to attend its goals. The
management of the company should understand the diversity that exists within the company.
The finding equally shows that majority of the employees are motivated most to perform when they receive non-financial reward. Also,
majority of the employees show a great intrinsic value for higher performance.
finallystick to a single motivational strategy in order to achieve greater performance from the employees.
Employee motivation and its impact on job performance
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