Posted by Winnie Melda on December 10th, 2018
The job of any organizational manager is to get things done through the workers in that organization or employees. Speaking of that is easier than actually doing it. The motivation of employees is something that is rather complex, touching on several disciplines. Despite the enormous research that has been taking place on this subject of employee motivation, there are still no clear understandings of the same while the available methods of motivation have poor practice. It is good for one to understand the human nature so as to be able to understand the motivation. That where a problem lies because human nature is a very simple, but yet a very complex issue.
Motivations relevant to some employees and the primary incentives
There are organizational levers that organizations and frontline managers have as they try to meet the deep needs of their employees. Some employees require that there be a reward system in their companies that truly value their good performance, and this would drive their enthusiasm to acquire (Wasti, 2005). That should have an effect on a culture that would promote collaboration and openness in an organization. There has to be the allocation of jobs that are meaningful and challenging to some employees while others require a fair allocation of resources as well as a trustworthy and transparent address.
There are employees that require team outings as these outings help them meet outside work as well as enjoy themselves out there. They also think that those outings help them to break the job boredom. If the staff works well and meets their targets, outings are a good way to show them that you appreciate their efforts and achievement. Other team-building exercises although involving some hard work, they may be helpful creating fun and consequently contribute to teamwork. There are those employees that would require the training to take pace so that they can improve their skills and expertise in their areas of specialization. Training has to have both individuals as well as the team approach. The primary incentives that can be effective for me in the workplace include appraisals, team outings, and money rewards.
Psychological contracts help to examine the perception of the relationship that exists between the employers and the employees. They are the beliefs that people hold regarding implicit terms or agreement that can take place between an employer and the employee (Sels et al., 2004). The perception of the psychological contracts is that when there is the fulfillment of the agreements between the employer and the employee, an assurance of high performance also exists. The psychological contract in my organization is the balanced contract that focuses on opportunities to develop career advancements within our organization and outside. There are rewards, but they have the basis of the balanced contract whose focus is performance and the achievement of business goals.
The balanced contract works very in motivating employees for high performance because it makes clear the employer’s expectations from them which in turn help to have effective performance management. The employee has a high commitment to their duties and responsibilities because proper management of performance takes place with the reduction of uncertainties and ambiguities (Wasti, 2005). It means that there is no damage to the organizational commitment and that the employees have the satisfaction and remain loyal to the organization. The balanced contract helps in the creation of a high-trust workplace by getting the employees involved because it allows and makes them feel that they have acceptance and appreciation. The employees tend to have faith in the employer because they are sure that there will be the fulfillment of their expectations.
I would use the motivation of employees as well as the employee turnover to measure the satisfaction of employees. That is because, with a high turnover and motivation for performance, employees will feel satisfied and encouraged to remain loyal to an organization (Yousef, 2002).
Working from home as a Full-time employee
Allowing the staff to work from remote areas is becoming commonplace nowadays because of the advancement of technology. One of the studies that took place recently at Stanford University shows that those employees that work from home are more productive and can work for longer hours as compared to work in the office. The advantages of working from home are that you have more engagement with your work because there is no supervision. Some employees may leave because of personal reasons, and the employer can retain them by allowing them work from home. Remote working is also cost efficient for both the employer and the employee because working from home saves some expenses that would be possible when an employer would be working from the office.
There are also some disadvantages of working remotely, for instance, the employees may experience issues related to work or personal boundaries. For instance, telecommuting of parents having kids is a difficult task because of the role of parents and the role of a professional that may always conflict. The socialization among colleagues is an important factor and working from home can make an employee lack such social activities (Yousef, 2002). The lack of collaboration can also mean that the employees working from home may lack creativity. The other challenge of working from home is that there is an increase in the risk of network privacy as well as loss of security. That is because sustaining a safe and effective network protection is difficult because employees have to access the organization documents and resources without much restriction. Motivating those remote workers will require an organization to have good working conditions and agreements in place.
The motivation of employees is vital in any organization because that is what drives performance of employees. When employees have a high motivation for work, they are likely to exploit their potential fully in the workplace. Others can even have the motivation to work from home at flexible terms set by their companies. Thus, it is the roles of employers to find out what can motivate employees and then ensure that they employ that if they should expect commitment, loyalty, and satisfaction of their employees.
Sels, L., Janssens, M., & Van Den Brande, I (2004). Assessing the nature of psychological contracts: A validation of six dimensions. Journal of Organizational Behavior, 25, 461-488.
Wasti, S. A. (2005). Commitment profiles: Combinations of organizational commitment forms and job outcomes. Journal of Vocational Behavior, 67, 290-308.
Yousef, D. A. (2002). Job satisfaction as a mediator of the relationship between job stressors and affective, continuance, and normative commitment: A path analytical approach. International Journal of Stress Management, 9(2), 99-112.
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About the AuthorWinnie Melda
Joined: December 7th, 2017
Articles Posted: 364
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