Assignment 02- Dimensions of Motivation
Training is one of the dimensions
of motivation. It refers to an accumulation of better skills, command or
mindset which helps improve performance (Lazazzara and Bombelli 2011). Baldwin
et al. (1991) proved that higher level of pre-training has led to better
outcomes.
Another key dimension of motivation
is monetary incentives which acts as a stimulus for employees
to perform better, improve commitment, job satisfaction and shape the behaviour
of the individual (Park 2010).
Other dimensions are job transfers and job
satisfaction. According to Asensio-Cuesta et al. (2012), job transfers
provide the opportunities for employees to learn numerous skills and provide
positive expectations to the workers. Meantime, it offers advantages to both
employees and management in an organization and prevents from severe disorders,
remove fatigue and increases job satisfaction as well as morale.
Jung and Kim (2012) proved that
better working conditions in a fine environment can improve
the motivation of employees. As a result, employee job satisfaction and
employee organizational commitment will also improve.
According to the scholar Yamamoto (2013),
the performance of the employees can be increased by assuring the job is
secured. Thus, job security is one of the influencing
dimensions of motivation.
Appreciation is also
considered as a key dimension of motivation. As per Mahazril et al. (2012), it
is the duty of an organization to appreciate employees frequently and provide
different benefits such as monetary payments. Kingira and Mescib (2010) proved
that organizations can appreciate employees using material and immaterial incentives
to motivate.
The study conducted by Sekhar et al.
(2013), identified several other dimensions of motivation such as social
opportunities, promotions, achievement and recognition.
Source: Sekhar,
et al (2013).
References
Asensio-Cuesta, S., Diego-Mas, J. A.,
Cano´s-Daro´s, L., & Andre´s-Romano, C. (2012). A genetic algorithm for the
design of job rotation schedules considering ergonomic and competence
criteria. International Journal of Advanced Manufacturing Technology,
60(9–12), 1161–1174.
Baldwin, T. T., Magjuka, R. J., &
Loher, B. (1991). The perils of participation: Effects of the choice of
training on trainee motivation and learning. Personnel Psychology,
44(1), 51–65.
Jung, J., & Kim, Y. (2012). Causes of
newspaper firm employee burnout in Korea and its impact on organizational
commitment and turnover intention. International Journal of Human
Resource Management, 23(17), 3636–3651.
Lazazzara, A., & Bombelli, C. M.
(2011). HRM practices for an ageing Italian workforce: The role of
training. Journal of European Industrial Training, 35(8), 808–825.
Mahazril, A. Y., Zuraini, Y. Z., Hafizah,
H. A. K., Aminuddin, A., Zakaria, Z., Noordin, N., et al. (2012). Work
motivation among Malaysian public servants. Asian Social Science,
8(12), 238–242.
Park, S. M. (2010). The effects of
personnel reform systems on Georgia state employees’ attitudes: An empirical
analysis from a principal-agent theoretical perspective. Public Management
Review, 12(3), 403–437.
Sekhar, C., Patwardhan,
M., Singh, R. K. (2013). A literature review on motivation. Global
Business Perspectives, 1(4), 471–487.
Yamamoto, H. (2013). The relationship
between employees’ perceptions of human resource management and their
retention: From the viewpoint of attitudes toward job specialties. International
Journal of Human Resource Management, 24(4), 747–767.
According to Hackman and Oldham (1980) and as cited in Pinder (1984), an employee will experience
ReplyDeleteinternal motivation from her/his job when that job generates three critical psychological states. First, the employee
must feel personal responsibility for the outcomes of the job. Second, the work must be experienced as meaningful
by the employee. This is where the employee feels that her/his contribution significantly affects the overall
effectiveness of the organization. The third aspect deals with the employee being aware of how effective she/he is
converting her/his effort into performance. Pinder (1984) summarized this approach saying that jobs should be
designed so as to generate experiences for the employee of meaningfulness, responsibility, and a knowledge of the
results of one’s effort. To generate experienced meaningfulness, Hackman and Oldham (1980) stated that three
specific core factors of jobs are particularly needed for making work feel meaningful.
Thanks Naomi. Motivation is considered a key driver of performance because it is linked to numerous benefits at work (Pinder 2008). Motivated employees are more engaged in their work (Rich 2006), their performance is of higher quality (Cerasoli et al. 2014) and they profit more from occupational training (Massenberg et al. 2015).
DeleteAccording to Ganta, V.C., (2014) Managers need to find creative ways in which to consistently keep their employees motivated as much as possible. Motivational factors are highly important for every company due to the benefits that it’s able to bring.
ReplyDeleteyes Rifky. Agreed. Wiley (1997), emphasis that Work environment is a determination of employee performance and improve employee motivation. Organization success depend on strength of
Deletemanagers to provide a motivating environment for its
employees (Osabiya,2014).