How Employee Motivation: Factors Affects Job Performance

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ABSTRACT
It is said that an organization is only as good as its employees are driven to achieving excellence, by aligning themselves to the organizational goals. The factors that induce some employees to be willing to reach the extra mile by initiative - taking, producing higher outputs, and being in line with organizational motives and another employee not working as hard are mostly driven by motivation. A highly motivated and able employee will be willing to put in more effort and able to give higher returns to an organization than an employee who is not motivated. Further, motivation also plays an important factor in turnover rate. With so many companies becoming successful, they are often seen to be unable to retain their employees. While
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Infact, employee motivation does affect and thereby is considered to be a part of important criteria’s of management, like decision making leadership, teams, performance management, organizational change and managerial ethics (see Steers, Mowday and Shapiro, 2004).
In our study, we will analyse how employee motivation affects every aspect of job performance, including various features such as direct output, turnover rate and also indirect features such as team bonding and increased sense of citizenship behaviour.
The word ‘motivation’ is derived from the Latin word ‘movere’ meaning movement and can be defined as “the processes that account for an individual’s intensity, direction and persistence of effort toward attaining an organizational goal” (Robbins, Judge and Vohra, 2013). According to Atkins, motivation is defined as “the contemporary (immediate) influence on direction, vigour, and persistence of action". However, what all definitions of the word motivation, by renowned authors have in common is the essence that “motivation is the factor that builds, channels and sustains human behaviour over a given period of time” (see Steers, Mowday and Shapiro,
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Mastery goals are when the goals are directly linked to achieving mastery in that task, while performance goals measures performance in relation to others. Studies show that employees with mastery skills generally provide higher outputs, are more dedicated and learn more than other employees and for this reason are sought out more by their managers. The downfall to this however is that employees such as these are often bored when they cannot learn more on their jobs, and therefore are more prone to leaving their jobs than others (see Lin and Chang, 2005). As described, since these employees are highly driven by learning, in time they perceive their current jobs are boring, and monotonous and tend to shift jobs more often in order to learn

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