The concept of motivation is broad and subjective, thus the definitions differ from one person to another. The notion is complex and hard to clearly define or explain since it is used in more than one area; however we will focus on the motivation of men and women at work, and mainly in companies. When entering the working market, each individual has different motives to wake up every day and exercise their profession. One can easily argue that the MAIN motive is earning money, and that every one of us works towards that unique goal, which could be, rationally speaking, true in the facts. But the most interesting part lays in the following questions: What, in a company, motivates employees to work harder?
Motivation is the force that pushes us to do things: It is a result of everyone needs being satisfied so that employees have the inspiration and ability to complete the respective task given. So will employees be motivated and perform to their capability by giving them good welfares, benefits and money? Money makes the world go round, it can be considered as an engine to push human’s limits but peers motivation and intrinsic desire to a good job are the real motivators in today’s workplace. Intrinsic and extrinsic motivation There are two types of motivation, intrinsic or extrinsic. Intrinsic motivation being employees are interested on the work because it is personally interesting, rewarding, challenging.
Mars’ one-size-fits-all policy links well to the company’s HR strategy, as the standardized production might be necessary due to exceptionally high wages that are paid to the associates. There’s more to being in business than just making a profit. That idea is important to Mars, and it is something they try to live up to by providing opportunities for their Associates’ work to mean more, for themselves, their community and for the planet. Their employees are one of the company’s most valuable resources and their work is highly rewarded. The bonuses that associates get range from 10% to 100% of their wages if the team performance was financially worth while.
Remuneration is an example of extrinsic rewards. This method of motivation is best used for employees with little interest in their work and is only motivated by the desire to gain external reward. Hence, little effort would be put into their work. By paying the employees well can only retain them, not motivate them.
It allows managers to know what employees need in order for them to fulfill their needs and also what they really want that will gradually help them to be more motivated. The above sources as well as case studies shows that there are indeed problems that affects the performance of the employees as well as the company if remuneration is the only motivational factor that a company decides to adopt and execute. Employees often find themselves less motivated and less productive when remuneration is the only motivating factor that the company provides. It also allows managers to know that there are different kinds of motivational factors apart from remuneration. Personal engagements, interpersonal relationship, praising employees are some of the ways that contributes to the employee’s motivational level.
Extrinsic Motivation is promoted by factors that are external to an individual. Individuals extrinsically motivated work on their jobs because of some external factors which bring reward and punishment. Extrinsic Motivation via reward and punishment means that people lose interest in the activities they perform; they begin to see the activities merely as instruments for attainment of (monetary or non-monetary) rewards. They get alienated from the task or activity and
. Incentives tend to be financial rewards given for reaching an agreed objective. Their purpose is to motivate employees (Armstrong & Murlis 2004). Recognition tends to be a non-financial reward or financial reward with a rather symbolic character. It is given to employees spontaneously and the purpose is to appreciate the work that employees‟ did in the past.
He stated that there is a positive relationship between employee performance and motivation which includes four variables, namely, the employee effort, employee performance, organsational rewards or work outcomes and personal goals (Parijat and Bagga, 2014). The theory stated that the employees desire that their performance met the organisational rewards that will ultimately lead to higher salary, bonuses and promotions. Mary (2010) opined that this theory aids employers to know how employees viewed the organisation during the exit
Every people have different desire and level of achievement. According to the studies of David McClelland (as cited in the works of Gibson, et. al., 2009), some people like challenging rewards, some like the moderate ones and some like low goals for easier achievement. In addition to that most studies show that achieving higher goals challenge people to perform at high level of performance. Another example of intrinsic rewards is completion, when an individual finished a task or a project, he will feel a sense of pride and accomplishment that results to job satisfaction.