The Role of Benefits in Employee Motivation and Retention
Motivation is considered a key driver of performance because
it is associated to numerous benefits at work (Pinder 2008).
Motivated employees are more promised in their work
(Rich 2006), their performance is of higher class (Cerasoli et
al. 2014) and they profit more from work-related training (Massenberg et
al. 2015).
The
topic of employee motivation and retention is a complex issue, which is given
by individuality of each person and reflects not only the specific needs of
each person, but sometimes even their very different rating in terms of
importance. There are the two things playing an important role in this area:
how much employees understand the resulting systems of their activity and how
much they objectively understand the strategy and policy of their company,
business environment and possibly also the international context in which the
company is active (Sterbova, 2013).
Employee
motivation is the goal-oriented behavior of each individual. It consists of a
set of internal factors, which are the driving forces of a human being, regulates
own behavior and experience. Motivation is achieved by developing some effort
– an activity which is expected to lead to a goal representing the satisfaction
of individual needs of the person. People who are highly motivated are those
who have well-defined objectives that are successfully carried out and who have
grown a feeling of obligation because they are aware that their efforts result
in the satisfaction of both their personal demands and those of the business.
(Armstrong, 1999).
Every
company and organization wants to succeed and make long-lasting progress. Only
a small percentage of businesses consider their staff to be their most valuable
assets and the key to their long-term success. Modern marketplaces are highly
competitive and organizations irrespective of their sizes are facing employee
to retention challenges. To overcome these restraints, a strong and positive
relationship should be created and maintained between employees and their
organizations. Except and until, the employees of an organization are fulfilled,
are motivated for the tasks fulfilment and goals achievement, no organization
can progress or achieve success (Adi, 2000, Anka, 1988, Rothberg, 2005)
The
level of a subordinate or employee depends on more than just his credentials
and skills. The gap between skill and willingness needs to be closed in order
for an employee to perform at his or her best, which also raises the bar for
subordinates. This will lead to an increase in productivity, a decrease in
operating costs, and an improvement in workplace productivity. (Adi, 2000).
Builds friendly relationship.
Employee
satisfaction is influenced by motivation. This can be accomplished by keeping
the interests of the staff in mind as create an incentive program.
This could initiate the following things: Monetary and non-monetary incentives,
Promotion opportunities for employees, disincentives for inefficient employees.
Industrial
dispute and unrest in employees will decrease, the employees will be flexible
to the changes and there will be no resistance to the change, this will help in
providing a smooth and thorough concern in which individual interests will coincide
with the organizational interests; this will result in profit maximization
through increased productivity (Anka, 1988).
Leads to achievement of
organizational goals.
The
organization’s goals can be achieved only when the following aspects take
place: optimized resource utilization cooperative workplace, goal-directed
employees acting purposefully, and co-ordination and cooperation taking place
at the same time. These conditions can only be met if motivation is used to
motivate people in a way that results in these conditions. (Anka, 1988).
Leads to stability of work force.
Stability
of staff is very important from the point of view of reputation and goodwill of
a concern. The employees can remain trustworthy to the
organization only when they have a feeling of contribution in the management.
The
skills and productivity of employees will always be of advantage to employers
as well as employees. This will lead to a good perception in the industry,
which will draw capable and qualified employees to a company. As it is said,
“Old is gold” which suits with the role of motivation here, the older the
people, more the experience and their adjustment into a concern which can be of
benefit to the organization (Rothberg, 2005).
References
Adi,
D.Y., (2000). Motivation as a Means of Effective Staff Productivity in the
Public Sector: A Case S
Anka,
L. M. A., (1988, March-April). Corporate Objectives and Self Development: The
Specialist International. Journal of Institute of Management Specialist, 3(5)
Armstrong,
M. (1999). Personnel management [Handbook of personnel management practice]
(1st ed). Praha: Grada Publishing, p. 963.
Rothberg,
G., (2005, Fourth Quarter). The Role of Idea in the Managers Workplace: Theory
and Practice. Pakistan Management Review, XLII (4), 48-73.
Skinner,
B. F. (1988). About behaviourism. USA: Random House USA Inc., p. 291.Strbova,
Ludmila. (2013)
Nice article Divangi, Motivation keeps on being a chief worry of leaders and organisation, yet persuasive hypotheses of motivation still trying to clarify human conduct at work. Most hypotheses work around lone factors as supporters of inspiration, leaving a requirement for increasingly extensive and thorough models of motivation (Lloyd and Mertens, 2018)
ReplyDeleteThank you Shermila.Further, Motivation is directly related to personal performance as a catalyst for employees who contribute to organizational performance or who generally want to do their duties more successfully (Sekhar et al., 2013).
ReplyDelete