EMPLOYEE MOTIVATION
Mandy Crabtree
Basics Of Motivation
“Motivation originates from the Latin word movere, which
means to move” (Herrera, 2002, p. 40).
 Kamery (2004) states “the purpose of a motivating
environment is to encourage every member of an
organization to motivate himself to contribute his best effort
to the job at all times” (p. 139).
 Motivated employees who contribute their part are likely to
be more engaged and satisfied in their positions.
 “Employees may be motivated on the job by many things,
such as a sense of achievement, recognition, enjoyment of
the job, promotion opportunities, responsibility, and the
chance for personal growth” (Kamery, 2004, p. 139).

Types Of Motivation
Internal Motivation

Internal motivators include:
satisfaction, job enjoyment,
challenge acceptance, feeling of
accomplishment, appreciation
and recognition, treatment,
feedback, and decision making.

Employees who are internally
motivated are typically more
excited, interested, persistent
and confident (Kamery, 2004, p.
50).

Internal motivators are the key
to effective performance
Kamery (2004).
External Motivation

External motivators include: salary,
benefits, and bonuses.

Kamery (2004) states furthermore
that external motivators keep an
employee on the job.
Factors Employees Want
Communication


Employees want open and
honest communication.
According to Herrera
(2002) leaders should
share with their employees
the corporate long and
short term goals, this
informs them where you
are leading them and why,
in turn motivating them to
assist the company achieve
these goals.
Respect



When employers view their
employees as replaceable
and interchangeable parts
they are missing the fact
that each employee brings
something different to the
table (Herrera, 2002).
When employees feel
respected and appreciated
they will be motivated to
do more and produce
better work.
When people are inspired
to make the change and
seek what they deserve,
they are motivated.
Recognition



People want to be paid
what they believe they are
worth (Herrera, 2002).
“If we feel the reward was
less than the effort, then
the reward becomes a
negative motivator”
(Herrera, 2002, p. 44).
If we want motivated
employees we must ensure
we recognize the good
work they produce.
Motivation Theories
Need Theory

Need theories determine internal
factors that energize behavior
(Ramlall, 2004).

Some ways managers can satisfy
employee needs are as follows: offer
competitive benefits, give praise,
provide good working conditions,
allow and encourage participation,
create team spirit, provide challenges,
encourage creativity, and delegate
responsibilities (Ramlall, 2004).
Equity Theory


“Equity theory recognizes that
individuals are concerned not
only with the absolute amount of
rewards they receive for their
efforts, but also with the
relationship of this amount to
what others receive” (Ramlall,
2004, p. 56).
Employees want equality and
fairness.
Motivation Theories (cntd)
Expectancy Theory


“Essentially, the expectancy theory
argues that the strength of a
tendency to act in a certain way
depends on the strength of an
expectation that the act will be
followed by a given outcome and
on the attractiveness of that
outcome to the individual” (Robbins,
1993).
A motivated employee will typically
outperform others which will in turn
likely produce a better outcome in
terms of salary and other benefits.
Job Design Model

Job design theory is based on
the idea that the task at hand is
the key to employee motivation
(Ramlall, 2004).

According to Ramlall (2004)
when an employee is challenged
they are typically more
motivated to do well.
Conclusion
Managers must get to know their employees and understand
what it is that their employees want from the job.
 Since there are various ways and techniques in which to
motivate, it helps when you know what your employee
expects of you and the company.
 When it comes down to it employees want communication,
respect and recognition.
 Employees naturally want to do well and be successful in
their jobs; all they need is an encouraging environment from
their employer to do so.

References

Herrera, F. (2002). Demystifying employee motivation. Employment Relations Today, 28(4),
37-52. Retrieved from http://search.proquest.com/docview/237054533?accountid=28644

Kamery, R. H. (2004). EMPLOYEE MOTIVATION AS IT RELATES TO EFFECTIVENESS,
EFFICIENCY, PRODUCTIVITY, AND PERFORMANCE. Allied Academies International
Conference.Academy of Legal, Ethical and Regulatory Issues.Proceedings, 8(2), 139-144.
Retrieved from http://search.proquest.com/docview/192409654?accountid=28644

Ramlall, S. (2004). A review of employee motivation theories and their implications for
employee retention within organizations. Journal of American Academy of Business,
Cambridge, 5(1), 52-63. Retrieved from
http://search.proquest.com/docview/222877129?accountid=28644

Robbins, S. (1993). Organizational Behavior (6 ed.). Englewood Cliffs: Prentice-Hall.