Employee Motivation

            Relationship Between Employee Motivation and Employee Performance The global business environment is fast-moving and the organizations which are adaptable to the change are the ones going to survive in the business environment. Organizations need to frame strategies to endure the challenging competition, and the ones which are able to survive will be able to sustain longer than others (Varma, 2017). For example, organizations such as groups of companies like Hayelys, and John Keells have the tools to measure the KPI performance and will be rewarded accordingly at the end of the financial year including employee recognitions. Motivation as a meaningful construct is a desire to satisfy a certain want and is a central pillar in the workplace. Thus, motivating employees adequately is a challenge as it has what it takes to define employee satisfaction in the workplace (Forson, 2021). Traditional motivation theories focus on specific elements that motivate employees in sear

  Equity Theory of Motivation and Practice According to Rue and Byars (2005), employee motivation has been a concern for organizational management (Ibinwangi et al, 2016). To be dealt with equitably by employees is to be treated fairly in comparison with another group of people or relevant other people (Armstrong, 2009). Equity theory focuses on two sides: the input and the outcome (Zawahreh and Madi, 2012). It is an employee who compares his or her job’s Inputs with the Outcome ratio. If the employees are treated inequality, he or she will correct to act equity. In any given situation, equity theory is especially given that there is usually a form of exchange, for example, between couples, teammates, or employer and employee. In these different situations, feelings of inequity may occur. Significantly, how employees perceive transactions between them, and employers may not always be in economic terms but sometimes involves relative justice. In certain cases, employees expect to be

       Goal Setting Theory In 1979, Latham and Locke developed Goal setting theory states that human motivation and performance are higher when individuals set specific goals (Armstrong, 2009). It is a theory regulated by the individual’s goals. Therefore, this theory had a considerable impact on organizational behavior theory and practice (Gkizani and Galankis, 2022). One well-known practical example is design jobs. In Apparel organizations such as Brandix and MAS, certain jobs such as machine operators and sewing machine employees’ tasks of performance and goals are linked and monitored hourly basic to meet the performance targets. According to Figure 1.0 simplified overview of Goal setting theory. The model is present on two cognitive behavior factors: Values and Goals. Goals are precisely defined as what employees are consciously trying to do (Burdzinska and Flak, 2016). Locke and Latham postulate that the form in which one experiences one’s value judgments is emotional. That i

  Frederick Herzberg Two Factor Theory Believing an individual’s relationship to work is basic, and that attitude toward work can determine success or failure, psychologist Fredrick Herzberg wondered, “What do people want from their jobs?” He asked people to describe, in detail, situations in which they felt exceptionally good or bad about their jobs. The responses differed significantly and led Herzberg to his two-factor theory- also called the motivation-hygiene theory (Robbins et al, 2013). Fredrick Herzberg’s well-known Two-factor theory was designed in the year 1959 (Yusoff et al, 2013). This model was developed following an investigation into the sources of job satisfaction and dissatisfaction of accounts and engineers (Armstrong, 2009). Two-factor theory is closely related to Maslow’s Hierarchy of Needs, but it introduced more factors to measure how individuals are motivated in the workplace (Yusoff et al, 2013). To Herzberg, motivators ensured job satisfaction while a lack

       McGregor’s Theory X and Theory Y McGregor’s ideas about Theory X and Theory Y were first articulated in his article, “The Human Side of Enterprise” (Lawter et al, 2015).   Theory X and Y are different two management styles with certain philosophies defined according to each manager within an organization environment. They both look at ways and means how to motivate employees and therefore, have a feel of the characters of their workers. For example, theory X believes pushing employees to work by having punishment and rewards can be a motivational factor, while theory Y promotes self-management, self-esteem, and management by objectively leading to intrinsic and extrinsic rewards (Touma, 2021). McGregor’s perspective was that there had to be an equal balance between the needs of an employee and those of an organization. Trying to meet this balance between individual and enterprise, McGregor applied psychologist Abraham Maslow’s hierarchy of needs to his theories on management