Employee Contribution and Wellbeing - Dissertation Example

Employee Contribution and Wellbeing The human resource is notably the most important asset in an organization. On the other hand, the primary duty ofmanagement is to ensure that work is done and the organization’s objectives and goals are achieved. In this respect, managers have to find a way or a combination of ways to ensure that their workers are well motivated to carry out their duties satisfactorily. Managers therefore time and again must take the role of guides and coaches with a view of aligning with demands and needs of employees, the organization’s strategic goals (Clegg, Kornberger & Pitsis, 2005). Core to achieving this goal is the manager’s ability to understand what motivates each worker to a level of consistently and reliably committing their talents and energies to the organization’s goal. "Employees contribution can no longer be extracted by shame, guilt and fear: it has to be offered. Issues about motivation and commitment are critical” according to the Chartered Institute of Personnel and Development (2009a). The following parts of this paper are dedicated to discussing employee motivation, commitment and psychological contract. Employee Commitment For every organization, employee commitment is a great gift; albeit also very fragile. Employee commitment may be defined as the psychological attachment that an employee has to the organization. Employee commitment may be characterized by three mind sets; normative commitment, continuance commitment and affective commitment. Affective commitment is the positive attachment that the employee has for the firm. A worker who has this kind of commitment strongly identifies with the organization’s goals and always desires to be associated with the firm. An individual who has continuance commitment is attached to the company out of perceived high cost of losing membership with an organization. Losses may include economic and social benefits. Normative commitment involves a person remaining attached to the organization out of a feeling of obligation. Such feelings may come from various sources. The organization, for example, could have spent a lot in training the worker who in return feels the moral need to work and possibly repay the debt. Employee Motivation Many descriptions of “motivation” abound. One acceptable definition of motivation was postulated by Dr. Stephen Robbins. According to the Doctor, motivation is the process behind an individual’s direction, persistence, intensity and effort towards the attainment of an objective or goal (Buford, Bedeian, & Lindner, 1995). Generally though, motivation may be described as any factor that causes an increase in a person’s normal input with the hope and knowledge that a reward will follow (the input). One of the most important aspects of any organization is productivity. Motivation plays a big role in how people perform at their work places. Kreitner, 1995 defines motivation as: the psychological process that gives behaviour purpose and direction.  Motivation may also be defined as the predisposition to behave in a purposive manner to achieve specific, unmet needs ((Buford, Bedeian, & Lindner, 1995) Motivation Theories According to Changing Minds.org (2009) motivated employees are vital for the success of rapidly changing organizations. Motivated employees help organizations survive. Motivated employees are more productive”. This means that to be effective, employers need to know what exactly motivates employees in their jobs. Content Theories of Motivation In an attempt to explain the various factors that motivate people, a number of researchers have postulated motivational theories. Content theories of motivation as some of these are commonly referred to include those associated with ERG, McGregor, McClelland, and Herzberg. Content theories explain fundamentally the reason humans keep changing in terms of their needs over time. Content theories therefore focus on the specific factors that lead to people’s motivation. The main idea or logic behind these theories is the fact that individuals need should be considered for them to be satisfied. This in effect means that if the individual’s specific needs are not satisfied or met, he/she will probably not be motivated enough to achieve objectives and goals. The following section describes the four main content theories. McGregor’s Theory Y and Theory X Motivational theories as described by Douglas McGregor include the X and Y theories (Fincham & Rhodes, 1999). In most cases, managers have a tendency to lean or favour one of the two theories over the other. Based on this preference the manager will treat their employees. According to the X theory, employees are lazy and will always do everything possible to avoid work. Employees must therefore somehow be coerces to ensure that work is done. In other words, naturally, employees or workers lack ambition and value more than any other thing, job security. Theory Y on the contrary, holds that workers have the ability to view work as a natural part of life. It further assumes that employees are creative, appreciate responsibility and are self motivated. More common today is the use of theory Y, the norm being its application in work teams that are self-empowered. Alderfer’s ERG Theory More like Abraham Maslow’s Hierarchy of needs is the ERC theory. Maslow lists five levels of needs (Maslow, 1943). These needs in order are: physiological needs, safety needs, social needs, ego needs, self actualization According to Maslow every all the needs have to be satisfied in their respective order. In other words, an employee cannot reach the level of self actualization before he has satisfied his physiological, safety, social and ego needs in that order. Similarly, Alderfer’s ERG theory notes states physiological or existence needs are always at the base. Existence needs in this respect include drink, shelter, safety and food. Above these come relatedness needs (Fincham & Rhodes, 1999). These are needs to be connected to a group or to individuals. These needs may be successfully fulfilled by being engaged and maintaining, with other individuals, positive relationships. Atop the hierarchy are needs for growth. What this means is that people need to be self actualized and to make personal achievements in life. If for some reason an individual keeps experiencing frustrations in the process of pursuing growth needs, relatedness needs with re-appear. This process according to the ERG theory is called the frustration-regression process. According to this theory, only when a lower need has been fulfilled that the next level of needs begin to work as motivators. McClelland’s Theory of Needs Using a thematic aptitude test, McClelland measured individuals in three dimensions. These dimensions included the need for achievement, affiliation and power (Clegg, Kornberger & Pitsis, 2005). Those individuals that highly need power act in a way that affect other’s behaviour and yet arouse in them strong emotions. Also, the desire for power can in socially acceptable ways be revealed. This can be achieved by demonstrating an orientation towards socialized power. Yet again, this same desire may be demonstrated in ways that are selfish in which case the individual takes a personalized orientation for the possession and use of power. Individuals with high desire for achievement generally take great pleasure in competition and accomplishment of some special or unique standard. Also, high achievers tend to avoid duties that are either too simple or too difficult (Clegg, 2005). The logic behind this is that they don’t like to undertake tasks that anyone and indeed everyone with average abilities can do while also they would not like achievements that are more associated with luck than personal input. Instead, high achievers love tasks that challenge their abilities and make them exert their bets of efforts. Individuals that strongly need affiliation desire to be accepted or liked. They characteristically tend to like establishing, maintaining and restoring personal relationships with other people. Herzberg’s Theory of Motivation and Hygiene Job satisfaction exists on two scales according to Herzberg (Herzberg, Mausner, & Snyderman, 1959). According to his theory, hygiene factors could lead a person to feel unhappy with their job. Hygiene factors in this respect include things like physical work environment, job security, and pay among others. These factors together with those unmentioned could never lead to satisfaction with a particular job. On the contrary, motivation factors may heighten job satisfaction. In other words recognizing workers, giving responsibility and appreciating achievement can significantly lead to job satisfaction. Process Theories of Motivation Process theories sum up the equity, expectancy and goal setting theories. Generally, process theories of motivation make attempts to capture, with regard to desired goals, the dynamics of making decisions. One major difference with between content and process theories is that the latter sees individuals not as blind and pre-determined persons struggling to find their way up the hierarchy of needs. Neither is the individual considered to be motivated by or satisfied with a set of factors that are varying. Instead, process theories take note of the fact that the individual is an active maker of decisions. In other words, they tend to focus on the actual method or process of motivation. Process theories of motivation give the opportunity to comprehend and reflect on the changing nature of individual factors that form the “expectations bundle”, and which in turn influences behaviour at the workplace. Expectancy Theory of Motivation The Expectancy theory as stated by Vroom (1964) relates the behaviours of employees in an organization to particular expectations and wants. Vroom’s theory is founded upon the notion that the worker’s effort will result in performance. Performance will then result in reward. A reward may either be negative or positive. Employees tend to be highly motivated with more positive rewards. One good example of expectation theory may be demonstrated as follows: If a female employee expected, out of promise, to receive childcare facilities from her employer but the out of over-demand this expectation is not availed to her later, she could opt to withdraw her commitment and withhold her effort at work. This results since her expectation has been violated. While such an employee may not be seeking the fulfilment of a higher need, she actually seeks to maintain her job while also caring for her children’s welfare. There is also a possibility that the meaning she had attached to work changed. Once her children have grown, she might then expect to be offered a more responsibility or greater challenge. What this means is that inborn drives do not necessarily motivate the employee but her behaviour and expectations change together with her orientation to work and priorities. Equity Theory of Motivation The equity theory as stated by Adams (1965) relates to pote4ntial rewards that are, to an individual, promised. Adam’s view is that members of every workforce would like always to be fairly treated. In other words there should be equity in the distribution of resources, and inequality should be avoided. A close analysis within the work set up surely will always reveal that workers are constantly in the process of comparing themselves to others. Workers compare their terms of work and pay among other variables to those of fellow workers – even those working outside organization but with whom they share similar characteristics. In the event that they are treated less than peers their contributions and efforts will be negatively affected. Employee Wellbeing and Psychological Contract Great contradiction has plagued the definition of “psychological contract”. Granted the countless definitions of the term, it may generally be taken that psychological contract is the mutual expectations that one person has of another in a relationship. These expectations, with time, tend to change and influence parties’ behaviours. At the workplace, psychological contract refers to the expectations of an organization upon the employee and the expectations of an employee upon the organization (CIPD, 2009b). According to CIPD (2009b), psychological contract is upon three pillars founded; trust, fairness and delivery of the agreement between employees and organizations. Further, the organization has noted that the best guarantee for superior performance is psychological contact. In general worker employee wellbeing demands manageable workload, support from other members of the organization, positive work relationships, clear roles and involvement in making changes that affect them. In the work environment, the psychological contract is a kind of deal that is made between employer and worker – in return for the employee’s loyalty, the employer gives a career and other benefits associated with good work. IBM Example Several companies today take particular interest in their employees’ motivation levels and well-being. IBM is one company that has taken great measures to ensure that the workplace is always safe. IBM in fact has a corporate policy that addresses responsibility for product safety and employee wellbeing. The policy and others related to employee motivation and wellbeing are standardized across all the company’s branches but in a way that allows flexibility in a manner that meets the requirements by varying work settings, regulatory environments and cultures (Douglas, 2002). Through the implementation of such measures, the company has managed to achieve a significant lot in terms of productivity, profitability and commitment to work. Earnest and Young Example Earnest and Young, one renowned accounting firm has developed an application for psychological contract. The contract is based upon what the company refers to as the “People First” principle (Earnest and Young, 2009). The company’s People First principle is founded on the premise that value can only be created by the organization by giving highest possible attention to people’s satisfaction and growth. Thus, by committing itself to workers’ careers, the company hopes employees will be longer retained in the company. The company accomplishes this mission through various ways. These include: fostering innovation and leadership, developing long-lasting relationships with employees, paying attention to employees’ concerns and ideas, stressing the value of teamwork, providing opportunities to access knowledge continuously and ensuring the company has an environment that makes working enjoyable. Vodafone Example One company that appreciates the importance of employees’ wellbeing is Vodafone. The company provides a working environment for its employees that is both safe and stimulating. The company also helps its workers develop healthy lifestyles. Its approach to ensure that the worker’s wellbeing is maintained or enhanced is through supporting customers as they face difficult customers and stressful working conditions. The company also encourages its workers to eat healthy diets. In fact the company has developed a toolkit that employees may use to improve their wellbeing. The toolkit is equipped with reminders to maintain their workplaces properly, drive safe, manage time well and limit stress. The toolkit also advises the company’s management on ways of promoting the wellbeing of its employees. Through the initiative of minding about the welfare of its employees, Vodafone has achieved significant developments as measured in reduced absenteeism, improved attitudes, vitality and energy at work. Pręt ā Manger Example Yet another company that has established a psychological contract with its employees is Pręt ā Manger. While not promising incredible rewards to workers, the company promises a lively working environment and reasonable pay (Buford, Bedeian & Lindner, 1995). The company also emphasizes on training and development. The organization which is a retail shop ha in this way distinguished itself from other businesses of its kind. By offering training to employees, employees improve their abilities to work, fit and prepare themselves for future growth. From the above examples, it is noted that many organizations have realised that employee commitment cannot be established through coercion of cruelty. In fact, applying McGregor’s theory X in whole could possibly lead to grave results. With considerable confidence, it may be stated that cruel means of improving work performance hardly ever work in the today’s world. Conclusion Key to determining the profitability of the business in the long term is employee well-being. In fact, many studies have shown a direct correlation between levels of productivity and the workforce’s health. In consideration of the various factors that lead to motivation, it must be appreciated that managers should first understand the systems that lead to workers’ motivation. In the current work environment, it is noted that employees deliver more under a good reward system - one that fulfils the need to acquire. Motivation begins with reorganizing that workers must have a work environment that fulfils their fundamental emotional drives to comprehend, bond, acquire and defend. A culture that promotes openness and collaboration best fulfils the drive to bond. Further, jobs should be designed to be both challenging and meaningful enough to fulfil the desire to comprehend. Yet again, processes used for managing resource allocation and performance need to be fair, transparent and trustworthy such as to meet the need to defend. In general, fair play, provision of good working conditions and job security, reasonable pay and other positive factors affect work performance in a positive way. References Adams J. 1965 Inequity and social exchange: Advances in experimental social psychology, Academic Press, New York. Buford J. , Bedeian, A., & Lindner J. 1995 Management in Extension (3rd ed.), Columbus, Ohio: Ohio State University Extension. CIPD 2009a Employee well-being and the psychological contract, viewed 16th November, 2009 http://www.cipd.co.uk/subjects/empreltns/psycntrct/empwellbpsyc.htm?IsSrchRes=1 CIPD 2009b The psychological contract, viewed 16th November, 2009 http://www.cipd.co.uk/subjects/empreltns/psycntrct/psycontr.htm Changing Minds.org 2009 Motivation viewed 16th November, 2009 http://changingminds.org/explanations/motivation/motivation.htm#con Clegg S., Kornberger M. & Pitsis T. 2005 Managing and Organizations: An introduction to theory and practice, Sage Publications. Douglas T. 2002 Careers in and out of organizations, Boston University Press, Boston. Earnest and Young 2009, viewed 16th November, 2009 http://www.ey.com/US/en/Careers/Students/Programs/Horizon Fincham, R. & Rhodes, P. 1999 Principles of organisational behaviour (3rd ed.), Oxford University Press. Kreitner, R. 1995 Management (6th ed.), Houghton Mifflin Company, Boston. Maslow A. 1943 A theory of human motivation, Psychological Review, July pp370-396. Skinner, B. 1953 Science and human behaviour, Free Press, New York. Thomas, A. 2003 Controversies in management: Issues, debates, answers (2nd ed.), Routledge, London Vodafone (2009) viewed 16th November, 2009 http://www.vodafone.com/working_nation/nature_of_work/executive_summary.html Vroom (1964) Work and motivation, John Wiley, New York. Read More