Employee Motivation Research

Self-efficacy might be part of the Pygmalion effect by “persuasive influence” of others with “positive expectations”. Persuasion is a crucial source of information related to efficacy and is affected by credibility, agreement of multiple sources and knowledge of the source. Persuasive input can include ‘leader’s expectations’ of the efficacy of employees and is considered strong depending on the leader’s credibility. Therefore an employees’ self-efficacy can increase/decrease by the leader’s expectations. Locus of control, a motivational theory consists of both internal and external.

Transformational leadership style with idea indicator, the influence of leader behavior, intellectual stimulation and a consideration of individual has a positive influence towards motivation. This leadership style has positive influence toward job satisfaction. (Risambessyet) job satisfaction has been studied in parallel with many aspects of work and in many work places and fields around the world, the employees has experienced job satisfaction as an outcome of leadership styles. In general, research results suggested that in organizations which are more flexible and adopted the management type in communication and employees reward the latter more likely to be satisfied which results in the organization’s success. (Jill, McKinnon et al.

Employee motivation is necessary as it increases their productivity and efficiency, thus increasing the overall organization output. Motivation of workers is affected by four drivers namely: the drive to acquire, bond, comprehend and defend. These drivers are made to work with the help of certain factors. The drive to acquire is fulfilled by an organization’s reward system while the drive to bond is affected by the organizational culture. On the other hand, the drive to comprehend is affected by the job design and the drive to defend is affected by resource allocation and the performance of management processes (Reinholt, Pedersen, & Foss, 2011).

A study by Wyatt Watson found that companies that have highly engaged employees produce 26% higher revenue per employee. The more engaged employees are the more productive they become, lowering operating costs and increasing the profit margin. To include, the benefits of engagement employees lead to; higher service, quality, and productivity and leads to higher customer satisfaction that leads to increase sales which leads to higher levels of profit and in return it

However in 1955, judge et al. (2001) explained that the study of Locke (1970), Schwab and Cummings (1970), and Vroom (1964), have shown that there is to some extent relationship between job satisfaction and job performance. There are stronger relationship between job satisfaction and job performance but it depend on the specific environment as well as mood and employee level within the organization. (Morrison, 1997). It is very common understanding that the worker who are feeling happiness in their jobs they are also more productive at their work place.

Interpersonal exchange relationship is crucial in this process and the level of exchange is predictive of subsequent organizational phenomenon. Studies have established that members reporting high-quality relationship with their leaders assumed greater job responsibilities and contributed more to their units, as compared to the members reporting low-quality relationship. Liden and Graen (1980) in their study on “Generalizability of the vertical dyad linkage model of leadership” has observed that based on the quality of LMX relationship when followers are rated as high performers, they assumed greater job responsibilities and contributed more to their units. Dunegan, K. J., Uhl-Bien, M., & Duchon, D. (2002) in their study on “LMX and Subordinate

CHAPTER 1 INTRODUCTION Background of the study Job satisfaction has been said to lead to qualitative and quantitative improvement in job performance (Ganguly, 2010). Therefore, it is important for organization to find factor that can lead to job satisfaction. In addition, according to Hasan Ali Al-Zu’bi, (2010), one of the key variables that impact the performance of organization is the employee’s job performance and satisfaction. Job satisfaction can be defined as the feelings of employees whether they like or dislike the different aspect of their job experiences in connection to previous experiences (Mohammad, Mumtazah, Jariah & Aminah, 2013). Meanwhile, Ganguly (2010) stated that job satisfaction involves a collection of numerous attitudes and feelings that refer to psychological disposition of people towards their jobs and how they feel about their work and also influence motivation and interest in work.

In terms of organisational environment, Stringer, and Didham, (2011) noted that previous research on the performance of the team generally neglect the relationship between the organisational system and the performance of the team. The relationship between the team and the organisation mean that big changes organisational system may result in changes to the team based on this system. People do not need to intervene directly in the team to change its performance. The interference of the organisational system can affect team performance. In this regard, Rukhmani, Ramesh, & Jayakrishnan,

Timeframe Our timescale is more generous, it may be possible to undertake a longitudinal study, to study change and development over time for employees. Taking example for job insecurity leading to inefficiency is basically , a longitudinal study of working practices might examine changes in staff attitudes over time, looking at attitudes before the introduction of new working practices, and then at various periods afterwards. The study design is one of the part of research design. When selecting a research design it is important to ensure that it is valid, workable and manageable. Research Methods: Interviews & Focus Groups The method used for research of problem statement is interview.

Goal setting strategies can be metrics established for performance, or a percentage increase in revenue dollars. A performance evaluation should be a time for the manager and employee to discuss the professional development of the employee as well as a means to establish strategic goals that will be used to measure development for peak performance. Morale improvement can also be a key contributor towards strategic achievements of the organization objectives. When performance appraisals are properly executed they can improve company morale and create motivation for employees. Managers identify the weak points in employees’ performance and then help to create a plan to combat the weakness.