The Importance of Motivation at Workplace - Case Study Example

Running head: Motivation Motivation Introduction Motivation is one of the core elements of success for any action. A needs motivation for learning the subject properly. Same way a professional needs motivation for performing his tasks well. Motivated people will always be an asset for an organization whereas demotivated people would be a burden for the organization. Young (2000) has argued that demotivated employees may experience negative effects on their performances (Young, 2000, p.2). Motivations can be of two types; intrinsic motivation and extrinsic motivation. Intrinsic motivation comes from the inner heart whereas the extrinsic motivation depends on the external factors. This paper briefly analyses case of a low level manager who was demotivated and demoralized by her organization even after 20 years of excellent services with the organization in order to recognise the importance of motivation at workplace. Problem Identification In the given case study, Sarina, a low level manager in a big hospital, even after 20 years of loyal services to the organization, failed to convince her organization. Her organization failed to respond her call for a regrading while they considered such request from others of less experience than Sarina favourably. It was difficult for Sarina to find another similar job in a nearby location and she was forced to continue her profession with a demoralized mind. Moreover, some of the recent incidents took place in the hospital was against the principles of medical ethics and the image of the hospital completely ruined. In short, Sarina was forced to continue her profession with a demoralized and demotivated mind. Leach & Westbrook (2000) have argued that improper or low motivation at the workplace may decrease morale and satisfaction levels of the employees and their punctuality and attendance could be seriously damaged (Leach & Westbrook 2000, p.19). In the given case, Sarina even though worked hard for 20 years continuously, her organization failed to recognize it adequately. Moreover, her organization has made serious discrimination against her. They have considered the regrading request of others who have less experience than Sarina while rejecting the request of Sarina for regrading. Zillmann (2000) has mentioned that motivation problems can arise from a variety of causes ranging from individual’s goals to managerial decisions (Zillmann 2000, p. 3). Eberlin & Tatum (2005) also expressed similar opinions. They mentioned that motivation can be affected by a manager’s day-to-day decisions, with a seemingly unfair or unjust decision against an employee leading to a reduction in motivation (Eberlin & Tatum 2005, p. 2). In the given case, Sarina’s goals and were not met even though she worked hard. She had not much option left for meeting her goals. There were no reputed organizations of similar kind in the immediate neighbourhood which forced her to continue in her present organization even though the managerial decision went against her. Critical Analysis There are two prominent theories preavailing about workplace motivation; The Expectancy theory and The Contingency theory. The expectancy theory seems to be more relevant to the case under discussion. According to expectancy theory, people behaviour at work and their goals are not simple. The employee performance at work is based on individual factors such as personality, skill, knowledge, experience, and abilities. The theory suggests even if the individuals have different sets of goals, they can be motivated if they believe their effort leads to performance and performance results in desirable reward (Prit, 2007). The expectancy theory can be illustrated with the help of the figure given below. (Expectancy Theory of Motivation, n. d) From the above figure it is clear that effort leads to performance and the performance causes outcome. In the given case, Sarina did every thing possible for the growth of her organization. Nobody has complained anything about her performances in the last 20 years. Even then the outcomes of her efforts and performances were not satisfactory either to her. It is difficult for an employee to get proper motivation if his/her efforts and performances gone unnoticed or unrecognized. Employees will put their 100% in their work only if they would be able to get some thing in return to their efforts. They will expect either promotion or higher remuneration when they put everything possible in their work. Expectancy is the belief that increased effort will lead to increased. It is affected by things like; Having the right resources available (e.g. raw materials, time); Having the right skills to do the job and Having the necessary support to get the job done (e.g. supervisor support, or correct information on the job) (Expectancy Theory of Motivation, n. d). In the given case, the third point seems to be more relevant. Sarina failed to get the necessary support from her superiors even though she has extended great services for the last 20 years. Loyal workers will always value the recognitions form the management whereas others may not take such things more seriously. According to expectancy theory, Motivational force MF = Expectancy x Instrumentality x Valence Where expectancy based on the perceived effort-performance relationship, instrumentality is based on the perceived performance reward relationship and valence is the value individual personally places on the reward (Expectancy theory, n. d). In the given case, Sarina expected a favourable response from the management for her demand to regrading. Moreover, she gave more emphasize to the rewards she was getting from her organization. She thought she had a reasonable claim for regrading because of her long association with the organization. According to Herzberg’s two-factor theory, people are influenced by two factors; motivational factors and hygiene factors. Hygiene factors are working condition, quality of supervision, salary, status, security, company, job etc whereas the motivational factors are achievement, recognition or achievement, interest in the job etc (Two facto theory- Herzberg, Frederick, n. d). Two factor theory can be better understood with the following illustration. (Tutor2u, n.d) Recommendations Demotivated employees will be characterised by low productivity and poor quality of works. Sarina’s organization should realize the above principle and should take necessary steps to consider the needs of Sarina positively. The breakdown of relationship between employees and the management may create severe problems at the workplace. The employees can cause severe damages to the organization deliberately without even violating the company rules. In other words, it is not necessary that the dissatisfied employees always express displeasure, but they can engage in activities which can harm the interests of the organization. Better communication and understanding between the employees and their superiors are essential for the smooth functioning of the organization. Career development is an important aspect which controls the motivational factors. If an employee feels that he/she may not have much career development opportunities in the organization, they will show less interest in increasing their productivity. So, the organization should always try to spread a message that the better performers will get rewards, through their actions. Conclusions Motivation is an integral part of increasing productivity at the workplace. Lack of motivation prevents employees from working hard for the organizational goals. Employees will expect rewards in recognition to their hard work. If the organization failed to deliver rewards in time, employees would be demoralized and demotivated. Sarina’s organization failed to recognize her hard work and they failed to consider her reasonable demands. Moreover, they considered the requests of others favourably while rejecting the claims of Sarina. Sarina’s organization should improve their employee management in order to inject motivation and to improve their productivity. References 1. Expectancy Theory of Motivation, (n. d), Retrieved on 10 May 2010 from http://www.arrod.co.uk/archive/concept_vroom.php 2. Expectancy theory, (n. d), Retrieved on 10 May 2010 from http://www.quickmba.com/mgmt/expectancy-theory/ 3. Eberlin, R & Tatum, BC (2005), ‘Organisational justice and decision making: when good intentions are not enough’, Management Decision, vol. 43 no. 7, Emerald, Retrieved on 10 May 2010 from http://www.emeraldinsight.com 4. Leach, FJ & Westbrook, JD (2000), ‘Motivation and job satisfaction in one government research and development environment’, Engineering Management Journal, vol. 12 no.4, Proquest, Retrieved on 10 May 2010 from http://proquest.umi.com 5. Prit, (2007), Employee Motivational Theories and Their Applications in Modern Organizations, Retrieved on 10 May 2010 from http://bizcovering.com/business-and-society/employee-motivational-theories-and-their-applications-in-modern-organizations/ 6. Two facto theory- Herzberg, Frederick, (n. d), Retrieved on 10 May 2010 from http://www.valuebasedmanagement.net/methods_herzberg_two_factor_theory.html 7. Tutor2u, (n.d), Motivation in theory - herzberg two factor theory, Retrieved on 10 May 2010 from http://tutor2u.net/business/people/motivation_theory_herzberg.asp 8. Young, BC (2000), Methods of Motivation: Yesterday and Today, Retrieved on 10 May 2010 from http://academic.emporia.edu/smithwil/00fallmg443/eja/young.html 9. Zillmann, M 2000, Motivation, Retrieved on 10 May 2010 from http://academic.emporia.edu/smithwil/00fallmg443/eja/zilllman.html Read More