SIGNIFICANCE OF MOTIVATION AND ITS EFFECTS ON THE PRODUCTIVITY OF STAFFERS
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SIGNIFICANCE OF MOTIVATION AND ITS EFFECTS ON THE PRODUCTIVITY OF STAFFERS
Chapter one
INTRODUCTION
Background to the Study
Modern business managers work in a dynamic and complex environment. The environmental changes have been quick and unpredictable in nature.
Employees have demonstrated complicated behaviours in both formal and informal organisations, and some organisations have implemented various techniques to adapt to a dynamic and unpredictable business environment. Employee motivation is based on the strength of their motives.
According to Robbins (2011), both absolute and relative rewards have a major impact on employee motivation. When employees notice inequity, they will take action to address the situation.
The outcome could be lower or higher productivity, improved or reduced production quality, increased absenteeism, or voluntary resignation.
Productivity is critical in management since it reflects an organization’s effectiveness and efficiency. Management should boost productivity by making employees aware of the purpose of the function they are performing and giving the necessary assistance to achieve a sustained effort.
It is important to note that employees in any particular economic unit vary in their attitude, education, abilities, health, and physical vigour. In the same way, their production varies.
It is the responsibility of management to devise techniques and strategies for increasing productivity. This can be accomplished through training and development, incentive, and the prudent use of organisational benefits.
Furthermore, if management can determine what employees aim for that motivates them to work harder and better and puts out their best efforts, there is no doubt that certainty of improved output would likely lead to efficient performance.
Furthermore, many managers underestimate the value of performance evaluation and feedback, which leads to employee frustration and low productivity. To encourage high productivity, a reward system must be established that equates (equalises) hard work with reward.
According to Rabey (2011), motivation is an internalised desire that is more prevalent in an individual at any particular time.
Rabey stated that a person cannot be inspired by another person. The only way to motivate a non-motivated individual is to be in a position to create an environment favourable to that person’s realisation by making the personal decision to respond to the inner drive.
The components needed to motivate individuals are securely stored within oneself, and all that is required is for an individual to be able to unlock the protected door and obtain access to the motivation within.
According to Porter and Miles (2012), businesses can have a direct impact on employees’ motivation through their management methods. Collective bargaining is a clear indicator of participation.
Employees differ not just in their ability to perform, but also in their ability to motivate. The fundamental responsibility of management is to develop and maintain an atmosphere in which people may work effectively to achieve the organization’s goals.
Motivation is thus the process of arousing behaviour, maintaining it, and channelling it in a specified direction. It has been shown that all activity, with the exception of responses, is goal oriented;
hence, management can use motivational theories of management to guide employees’ job behaviour towards the objective of their organisation. Nwachukwu (2013) defines motivation as the organising factor that initiates, compels, and sustains behaviour. Human behaviour is motivated and goal-directed.
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