Effects of Motivation on Employee Behaviour in an Organization Based on Motivation Theories

Abstract

Motivation is a critical component for any successful organization. Motivation is of particular importance in influencing employee’s behavior within an organization. Organizations face a very competitive market environment where it is becoming harder to retain employees and maintain high performance among current employees due to globalization.

This paper uses quantitative research to analyze the way motivation enhances employee behavior in an organization. Findings indicate that there is a definite correlation between employee motivation and employee organizational behavior, as shown in various studies. This paper aims to analyze the employee’s behavior by examining the various theories of motivation and their impact on employees.

The current literature indicates that factors like empowerment and recognition boost employee motivation. An increase in the empowerment and recognition of employees produces multiple effects where the motivation to work improves, as well as their achievements and organizational accomplishment. On the other hand, employee dissatisfactions resulting from job monotony and pressure from clients could undermine corporate performance. Hence, an increase in the rate of job absenteeism and staff might move away from the organization to join rivals with a better working environment and extra incentives. The motivation of employees is thus an essential tool for the overall success of an organization.

Introduction

Organizations are confronting a highly competitive environment that poses a threat to the proper functioning of an organization. Many organization downplays the element of human capital despite it being the primary factor towards organizations growth. Employees are a significant component of any organization, to perform effectively, an organization requires an efficient workforce. Hence, companies irrespective of size and the market should endeavor to maintain the best employees by creating a healthy and confident relationship with its employees and direct them towards task fulfillment through motivation. It is essential to regard that lack of job satisfaction among employees means lack of motivation affects the fulfillment of tasks and achievement of goals.

Individuals within an organization could have different needs; hence, the motivation should also be different. Understanding the diversity of employees needs will enable managers to predict, control, and understand employee behavior. To possess a sounder understanding of the influence of motivation on employee’s performance and behavior in an organization, we explore the theories of motivation. Theories of motivation dealing with the content of motivation are Maslow, Hertzberg, and McClelland which encompasses self-actualization, hygiene factors or achievement strivings and those that focus on the process of motivation include cognitive theory such as equity and expectancy theories.

Research Question

The research seeks to answer the role motivation plays in influencing employee behavior in an organization. This will be viable through review of information gathered from employees in the organization under study. So, this thesis is principally quantitative

Objectives /Purpose of Study

In seeking to find a solution to the research question and by the background discussion and research question, the primary purpose developed for this thesis is an assessment of factors that motivate employees to behave differently in the workplace. This is done by administering a survey in which respondents are answering to a survey, ranked from the least to the most critical factor derived from the theories of motivation and how these factors influence them.

Literature Review

Motivation and its impact on employee behavior in an organization.

According to Bartol and Martin (1998), motivation is a dominant tool for reinforcing behavior and triggering the inclination to maintain. It implies the internal drive which seeks to meet an unsatisfied need and to attain a particular goal. Similarly, it refers to the process beginning with a physiological or psychological need which stimulates an achievement set by an objective. Human resources like finances can encourage a competitive advantage for an organization. Employee motivation has been shown to have a significant influence on organizational performance.

Moreover, Beck posits that employees who are motivated tend to have their goals aligned with that of the organization and therefore, directs their behavior as per the team goals (Beck, 2000). This guarantees the team’s success, as employees continuously look for ways to better their work. The organization is vulnerable to challenges and stressful conditions due to changing environments; hence, employees get affected. However, motivation is an effective strategy that enables employees to achieve their best during stressful situations.

Multiple theories are explaining the different needs that inform the different motivation in an organization and conduct of employees. The most common argument is Maslow’s hierarchy of requirements. According to Maslow, human needs can be divided into five sections arranged hierarchically in order of significance. These comprise of physiological needs, security, belongings needs, esteem, and self-actualization needs. According to Maslow, a person is motivated first to satisfy first physiological needs which are the most basic after this needs are met they desist from acting as the primary motivational element and the individual go up the hierarchy and seek to meet security requirements. This process goes on until eventually self-actualization needs are realized.

According to Maslow, the explanation is quite convenient since employees who have not achieved the basic needs will be unable to make much an enrichment to productivity hence difficulties in meeting organizational aims (Lee & Raschke, 2016). The reason behind the theory is founded on the idea that it offers a suggestion to managers on how to make their employees or subordinates get to self-actualization. This is because self-actualized employees are likely to work at their most creative potentials. Therefore, it is necessary to enable employees to arrive at this stage by helping meet their need organizations can integrate the following strategies to attain this stage. Recognize employee’s accomplishment to make them satisfy their esteem needs. Provide the financial security mattering type of security need. Providing opportunities for socialization is one of the agents that maintain employees’ feeling of teamwork. Promote a healthy workforce in an organization can help in keeping their employee’s physiological needs by granting incentives to keep their strength and mental state (Mikkelsen, Jacobsen, & Andersen, 2015).

Another influential theory of motivation is Vroom’s (1964) expectancy theory. Vroom (1964) proposes that people motivation stems from how much they require something and the likelihood of getting it. Vrooms recommend that motivation sparks efforts and the efforts exchange with employee’s capacity and environmental factors to influence performance. According to this theory, motivation has three phases where first an individual believes that extra mile can help him reach a target. The second step consists of a link between the target and the outcome. The third stage consists of an evaluation of the outcome.

Similarly, we have the Equity theory, which says that perception is the key motivator. The judgment is based not on the reward in separation but also concerning the attempts put forward into attaining it and the rewards and struggles of others. Equity is a critical component in most people’s opinions. According to Adams, the majority of individuals evaluate what they contribute to a situation with what they receive, and they then differentiate the result obtained by other individuals in similar circumstances. If these comparisons are not equitable, the individual alters his behavior to bring the rewards and costs into balance. Equity theory has a direct connection to the wages which industry organizations pay their employees. The theory implies that if individuals are underpaid, they bring the cost-benefit equation into equilibrium by decreasing the energy put into their work. On the other hand, if a person is overpaid, he will bring the cost-benefit equation into stability by increasing the effort he puts into his work (Lee & Raschke, 2016).

Acquired Needs Theory

Furthermore, we have needs that arise from life experiences; this method is described as the acquired needs theory. Murray developed another interpretation of motivation where motives are widely viewed as learned behaviors identified by the object and the intensity. Murray believed that a person personality is subject to a significant number of varying needs. The achievement motive, the power motive, and the affiliation motive are what stood out the most in fundamental research.  Of particular importance is the achievement motivation, which has a direct connection to economic maturity and prosperity. Achievement motivation is usually described as the need to shine about competitive or internalized measures. Two main elements have differentiated the hope for success and the worry of defeat. Hence achievement motivation is the desire to do something well, quickly, and efficiently (Beck, 2000).

Furthermore, we have the Hertzberg’s two-factor theory, which indicates that there are constituents in a job, which produces satisfaction. These factors include the intrinsic factor which are motivators and hygiene factors, which he refers to as discontents. According to Hertzberg, employee’s motivation and high performance are plausible when the motivational factors are met (Herzberg, 1959). Hertzberg and his co-workers point out that job satisfaction and job dissatisfaction result from several causes. According to the two-factor theory, happiness depends on motivators while dissatisfaction results from the absence of sufficient hygiene factors. Influential hygiene factors include an increase in pay, improvement of supervision, or company administration to avoid the dissatisfaction of employees. However, even substantial increments in these factors may not necessarily produce the positive will to work. Hence Hertzberg suggests that to attain positive motivation it is essential to improving the intrinsic interest in the job itself and provide the employee with a sense of recognition, responsibility, and achievement (Herzberg, 1966).

Alderfer posits that as one begins to satisfy higher needs, they amplify in intensity. Alderfer’s line of thought follows the Maslow tradition (Alderfer, 1969). Alderfer’s hierarchy suggests three of categories needs existence needs, including both physiological and safety needs, relatedness needs, and growth needs. Different people require different motivation depending on their needs and one’s position in the hierarchy. Essentially, the needs hierarchy is a reflection of the organizational hierarchy. According to Alderfer, survival needs are parallel to Maslow’s physiological needs and safety needs whereas relatedness needs to match Maslow’s social needs while growth needs to Maslow esteem and self-actualization needs (Alderfer, 1969).

Cognitive Evaluation Theory

Similarly, there is the cognitive evaluation theory with proposes the presence of two motivation methods intrinsic and extrinsic that match two classes of motivators. According to this theory, intrinsic motivation comes from the present performance of the task, while external implies things that originate from a person’s environment. One of these may be a more compelling motivator to an individual.

Intrinsic motivation causes people to perform for their achievement and satisfaction. However, the presence of powerful extrinsic motivators could reduce a person’s intrinsic motivation, particularly when there is the perception that the extrinsic motivators are under the control of individuals. In Maslow’s hierarchy of needs, intrinsic motivators tend to be on top according to Maslow theory; it is essential to know where a person is on the hierarchical pyramid to motivate them. According to Beck, there is a need to focus on meeting an individual need at the level they are in (Beck, 2000).

This discussion on motivational theories describes the fact that the concept of employee’s motivation is a critical factor addressed by previous authors the determinant of core competence in every organization to bring out the best in employees.

Hypothesis

Motivation influences employee’s behavior in an organization

Independent variable: Motivation

Dependent variable: Employees behavior

Unit of analysis: Employees

Research methodology

Research design

The choice of method was influenced by convenience, timing, and cost. This study employed a quantitative research design mostly because of the descriptive characteristics of the study. Quantitative analysis provides for accurate and scientific measurement of the dimensions of the constructs of employee motivation and employee organizational behavior as indicated by the participants.

This primary study aim is based on the theory and literature survey. This was choice enables extensive citing of a list of hypotheses detailing each of the various anticipated relationships. Due to time, the survey research technique was suitable for collecting data. The survey enabled a substantial amount of data to be obtained from a large number of employees in a short period. This method provided room for the administration of measuring instruments in a single data collection session

Research question and hypothesis

The present study investigates the relations of employee behavior with the dimensions of employee urge based on the theories of motivation. The paper explored the relationships between the dimensions of employee motivation and employee behavior.

Population and sample

The sample of the study was derived from the personnel in a research company. It consisted of 100 employees from levels across the top and middle management, as well as general staff levels.

The purpose of the inquiry is to investigate the role of theories of motivation in influencing employee’s behavior in organizations, utilizing theories of motivation as a justification to achieve this aim. The process through which this would be obtained is by enabling people to place a given collection of motivational determinants. This is done as per their level of influence motivating them to perform best at work.

As a result, a total of 150 questionnaires were developed and administered among employees randomly. These questionnaires were distributed randomly to ensure full representation of workers at all levels from different experiences life and to avoid any possible biases. To ensure this, the sample included participants from diverse age groups, regions, and undertaking different position and expertise in the organization.

Measurement instruments

This study employed a Motivation Questionnaire (M.Q.) to measure the dimensions of employee motivation and the Experience of Work and Life Circumstances Questionnaire (WLQ), which evaluates employee behavior in the organization.

Data collection

The collection of data went for four weeks’ participation was open and honest. Participants were assured of the confidentiality of their responses. Ethical issues were examined and adhered to in the process of conducting research. Confidentiality as to the aim of the study and participants privacy was taken into consideration. Besides assurance of confidentiality of the proprietor company name, were noted in the research. The researcher directed the two assessment instruments measuring the two constructs about the study to the participants.

SHL was used to score the M.Q. Answer sheets were, while the researcher obtained and tallied the WLQ answer sheets. Meanwhile, the raw data were prepared for analysis in the M.S. Excel format and processed by the Statistical Consultation Service.

Data analysis

Interpretation of results was directed by a complete analysis of the total sample. The data analysis integrated scores for different employee behavior at work and the various dimensions of employee motivation.

Conclusion

It is necessary at this level to discuss the responses of this survey with significant weight on the theories of motivation. It is imperative to note that both organizations and employees have over time evolved in what motivates them. Present studies indicate that as from the 1950s employee’s motivation have been the point of emphasis of numerous management of organizations. The findings show that employees’ periods of service influenced their behavior in the organization where their degree of motivation remains fixed by their tenure. Results propose that enough consideration should be paid to the requirements of staff with minimum years of service who tend to have minimal satisfaction to avoid losing them to other competitors. Specifically, it appears that the respondents’ positive behavior as about those goals and needs that were connected with their enthusiasm and dynamism. For them to gain knowledge of what drives employees, an employee survey was administered to get insight into an employee’s job motivation preferences. The response from the inquiry indicates job satisfaction, promotions, good salary, recognition, and management styles as key motivators (Mawhinney, 1979).

Employees want to make fair wages, as money represents the most meaningful incentive when talking about its original purpose (Lee & Raschke, 2016). Financial incentives motivate people to perform well as an individual may utilize the money to meet their needs. Findings prove that employee’s diligence and commitment is possible in the presence of good pay. However, this must be done cautiously as concentrating only on this aspect might worsen workers’ perspective, as they might seek financial gains only. The findings point out that rewards lead to job satisfaction, which in turn impact the performance of the employees directly and positively. Moreover, rewards are an efficient mechanism of supervision when trying to determine personal behavior, to enhance the effectiveness of the organizations. Companies often use promotion, gratuities, pay, and other kinds of awards to motivate employees and to grow their performance.

Additionally, employees can motivate staff through good leadership. This is possible when the leader gains the trust of employees; hence, employees respond by performing their task adequately. The leaders and the employees help each another achieve a high degree of uprightness and motivation (Porter, 1968). Therefore, trust can boost staff motivation and nurture interpersonal communication. Regardless of the level of technical industrialization, elevated levels of productivity is a result of a high level of motivation and effectiveness among the staff. Similarly, findings point out employee training programs as an essential approach to motivating workers. Also, excellent communication between the administrators and the workforce is mentioned as the instigator of motivation (Mikkelsen, Jacobsen, & Andersen, 2015). It is important to note that motivation theories mentioned have some practical implications for the manager who wants to increase the degree of motivation among its employees. However, some motivational problems are challenging to solve, such as job enrichment could be costly, mainly if competitors can provide similar products at considerably lower prices using standard production methods.

This thesis concludes that these factors are a reflection of the present state of affairs regarding employee’s requirements and indicates that different strategies should be reinforced to motivate employees. The various theories of motivations are proven by the study that shows factors driving people to perform best are definite and different. Hence, it is essential to understand what employees want from their jobs and their priorities to ensure long-term profitability and survival of the organization. Most importantly, to rise above the challenge of maintaining and obtaining a competent workforce in a challenging environment.

References

Alderfer, C., (1969). An empirical test of a new theory of human needs. Organizational Behavior And Human Performance, 4(2), 142-175. http://dx.doi.org/10.1016/0030-5073(69)90004-x

Beck, R., (2000). Motivation. Upper Saddle River, N.J.: Prentice Hall.

Cameron, J. & Pierce, W. (2002). Rewards and intrinsic motivation. Westport, Conn.: Bergin & Garvey.

Herzberg, F., (1959). The motivation to work. New York: Wiley.

Herzberg, F., (1966). Work and the nature of man. Cleveland: World Pub. Co.

Lee, M. & Raschke, R. (2016). Understanding employee motivation and organizational performance: Arguments for a set-theoretic approach. Journal Of Innovation & Knowledge. http://dx.doi.org/10.1016/j.jik.2016.01.004

Mawhinney, T., (1979). Intrinsic × extrinsic work motivation: Perspectives from behaviorism. Organizational Behavior And Human Performance, 24(3), 411-440. http://dx.doi.org/10.1016/0030-5073(79)90038-2

Mikkelsen, M., Jacobsen, C., & Andersen, L. (2015). Managing Employee Motivation: Exploring the Connections Between Managers’ Enforcement Actions, Employee Perceptions, and Employee Intrinsic Motivation. International Public Management Journal, 1-23. http://dx.doi.org/10.1080/10967494.2015.1043166

Porter, L., (1968). Book Review: Organizational Behavior: Leadership, Employee Needs, and Motivation. ILR Review, 21(2), 296-298. http://dx.doi.org/10.1177/001979396802100223