Drivers Of Employee Motivation

The main objective of this study is to analyze and understand the interconnection between traditional (classroom) and innovative (online) learning & development techniques, and employee job satisfaction and performance. The paper will identify the main motivational and satisfaction drivers which are essential for workforce performance. The linkage between training tools and employee motivation will be examined. Once the correlation between those two factors is investigated, it will be explained in which degree the organizational growth depends on this relationship. In order to make the study more specific, the SOFAZ is selected as an example case.

The SOFAZ managing billions of oil revenues in global and national level by investing in a huge

Identification of needs and expectations of the employees as well as motivation drivers plays a crucial role in achieving this goal (Paauwe et al., 2013). It is also needed to define drivers. Basically, motivational drivers are factors, feeling, emotions that increase the probability of high performance, high commitment among employees in fulfilling assigned tasks. In contemporary management salaries and wages cannot be accepted as only motivation drivers. The difficulty of motivation management lays on the issue that motivation is not a tangible asset and cannot be easily controlled and distributed among employees similar to salary or wage form (Latham, 2012). Many factors can play a big role in boosting or falling of employee motivation. Emotions and feeling have been overlooked in the early period of management science, but through times, it has been identified the although motivational drivers are more or less similar for the majority, their responses to the different drivers, experiencing these motivational drivers are not the same and does not spread equally. As times goes by several motivational theories presented such as Frederick Taylor`s theory of scientific management; Maslow`s needs hierarchy theory; Herzberg`s motivation-hygiene theory and dual factor theory; expectancy theory etc. in order to assist mangers identification and manipulation of motivation

In this section, we will try to answer “what are the main activities of training and development process”. Organizations can define Training and Development as a set of systematically organized and arranged activities, in order to provide employees with the essential knowledge and skills which are necessary to meet current job demands and future expectations (Werner & DeSimone, 2012). The role of T&D in business goes through the learning process. The learning in itself might refer to competencies, behavior, skills, and knowledge which are important for the personal development. However, the goal of T&D surpasses that and demonstrates what is the contributions of these acquired competencies for improving workforce performance, and meeting the business outcomes of an organization. One of the main focuses of the training and development process is to display “what”, “how”, and “why”. Knowing “what” means the knowledge of employees which are acquired as a result of training, knowing “how” refers to skills which allow them to use this knowledge effectively, and knowing “why” shows how they will contribute to the employee motivation and the competitiveness of the company. According to Noe (2013), training goes straight various ways within an organization which create kind of a circle. The major ways are formal, informal training, and knowledge management. These aspects will be described more