Likewise, Nadiri, Tanova, (2010) suggest that the fairness of personal outcomes that employees receive may have more impact on their performance and turnover intentions. Gino and Pierce (2010) states that distress in a perceived inequity can lead to a different emotional reaction that motivate individual to dishonestly favor or hurt others which further shows that negative inequity may produce feelings of envy towards referent other, and these feelings, might motivate individual to hurt the referent other through dishonest behavior. In contrast, positive inequity may generate guilt which might motivate the individual to dishonestly help the referent other. However, both over reward and under reward generate an emotional feeling between workers in an organization.
The data suggests dissatisfaction with pay can be a key factor in turnovers . In Asters Pvt. Ltd, another variable is the low employee morale or motivation, the mangers should address the issue and to increase the motivation of employees.s These result of poor employee motivation among employees who may be overworked which affects their productivity which can impact the level of productivity of the company. This research project addresses the causes and affects of employee turnover. s in the poor morale of employees who may be overworked, and can, in turn, affect the level of productivity
Motivation is the word derived from the word ’motive’ which means needs, desires, wants or drives within the individuals. It is the process of encouraging the people to work and do actions to accomplish the goals. In the work goal context the psychological factors rousing the people’s behaviour can be- Drive towards money. Ambition Respect and recognition Job satisfaction Team work, etc One of the most important functions of management is to interest the employees and motivate them to do the best in their work. Therefore, the leader needs to arouse this interest in the employees and make them work to the best of their capabilities.
Between these two theories there are great similarities between Maslow and the Herzberg theory. A close examination of Herzberg’s model indicates that for those employees who have achieved a level of social and economic progress in the society, higher level needs of Maslow’s model (esteem and self-actualization) are the primary motivators. However, They still must satisfy the lower level needs for the maintenance of the current state. So we can say that money might still be a chief motivator for most of the operative employees and also for some low paid managerial people. Herzberg’s model draws a distinction between the two groups of factors, namely, motivational and maintenance, and points out that the motivational factors are often derived from the job itself.
Apart from the factors mentioned above, job satisfaction is also influenced by the employee’s personal characteristics, the manager’s personal characteristics and management style, and the nature of the work itself. Mangers who want to maintain a high level of job satisfaction is the work force must try to understand the needs of each member of the work force. For example, when creating work teams, managers can enhance worker satisfaction by placing people with similar backgrounds, experiences, or needs in the same workgroup. Also, managers can enhance job satisfaction by carefully matching workers with the type of work. For example, a person who does not pay attention to detail would hardly make a good inspector, and shy worker is unlikely to be good salesperson.
He created a list of motivators that he believed would help give employees job satisfaction and hygiene factors that could lead to demotivation. Maslow’s hierarchy shows that although it is perceived that good pay at work should keep a worker happy and motivated, it is not enough, and rather that esteem, fulfillment of potential and appreciation are what truly motivates workers. Maslow believed that decision-making and challenges were more important than adequate pay in terms of
If a person values a particular facet of the job, his job satisfaction is impacted positively whereas it is impacted negatively if he does not value a particular facet of the job ii) Dispositional Approach: According to this theory, job satisfaction is dependent on the personal traits of individuals. Another model that has narrowed the scope of dispositional approach is the core self-evaluation approach. According to this model, self-esteem, self-efficacy, locus of control and neuroticism determine the level to which an individual is satisfied with his/her job iii) Equity theory: According to this theory, a person evaluates his job satisfaction with regard to the fairness in his relationship with employer. For example, if two employees do the same work but yet one gets an higher pay than the other, the employee with the lower pay is dissatisfied in the job according to this theory as he has not been treated fairly by his
Though, we are able to reduce this problem. For one, we can enforce living wages. Despite its disadvantages of inflation, rising taxes, and increasing produce costs, workers should be able to have a wage that allows them to earn enough money to support themselves and their family. By raising minimum wage, not only does this improves the standard living for workers, it enhances their own dignity and give them the motivation to continue working, allowing productivity to increase. Everyone should be empowered to create, innovate, and produce.
Empirical evidence has shown that rewards for performance is a strong management tool that can be used to create a high-performing organization as it motivates individuals to perform better as their contribution and efforts are being recognized, valued and appreciated. Research has shown that monetary rewards and incentives play an important role in attracting and retaining top-performing employees. Trahant & Yearout, (2006), suggested that employers have to ensure that meaningful rewards and incentives are set aside for outstanding performance of employees. Generally, incentives are regarded as variable payments made to employees or a group of employees on the basis of the amount of output or results achieved. Alternatively, it could be payments made with the aim of pushing employees’ performance towards higher targets.
Studies show that dissatisfied employees are likely to quit their job or be absent than satisfied employees. organisation must direct to a better understanding of the interplay between the person and the situation and the various internal and external factors that influence employee attitude. Kula Sedat and Guler Ahmet (2014). Study examines whether and to what degree supervisor support is associated with job satisfaction making age, rank, gender, education and working unit as a constant in the analysis. Satisfaction in the workplace is driven by the motivation.