Professional Documents
Culture Documents
Initially, employees were considered just another input into the production of goods and services.
According to Wilson (2005) research referred to as the Hawthorne Studies, conducted by Elton
Mayo from 1924 to 1932 changed this way of thinking about employees (as cited by Honore
2009). The Hawthorne study found employees are not motivated solely by money and that their
behavior is linked to their attitudes. This study began the human relations approach to
management, whereby the needs and motivation of employees became the primary focus of
levels of needs; physiological, safety, social, ego, and self-actualizing) in 1943 showed that
lower level needs had to be satisfied before the higher level needs could be met. When all were
met, the organization would have an employee that was motivated and contributing to the
organization.
In this review the goal is to determine the benefits to the organization that ensures its
employees are motivated. Mork (2009), in her article “The Benefits of Employee Work
• Improved Productivity
• Monetary Savings
To support Mork’s views, the content theories will be referenced, in an attempt to explain
those specific things that actually motivate employees at work. These theories are concerned
with identifying people’s needs and their relative strengths, and the goals they pursue in order to
satisfy these needs. The content theories of motivation to be looked at in this review include
BENEFITS TO AN ORGANIZATION THAT ENSURES A MOTIVATED WORKFORCE 3
Maslow’s Hierarchy of needs theory, McGregor’s Theory X and Y model, Victor Vroom’s
Employees are a company's livelihood. How they feel about the work they are doing and
the results received from that work directly impact an organization's performance and,
ultimately, its stability. According to Nohria et al (2008), “motivating employees begins with
recognizing that to do their best work, people must be in an environment that meets their basic
emotional drives to acquire, bond, comprehend, and defend.” For instance, if an organization's
employees are highly motivated and proactive, they will do whatever is necessary to achieve the
goals of the organization as well as keep track of industry performance to address any potential
have low motivation is completely vulnerable to both internal and external challenges because its
employees are not going the extra mile to maintain the organization's stability (Allison, 2006).
Forsyth (2006) suggests that when employees are motivated they carry out tasks more
efficiently, producing better products or services in less time. According to Kinni (1998, as cited
by Honore 2009) McGregor’s theory Y states that employees care about doing a good job and
need achievement and satisfaction from their work. Honore, (2009) also states that the most
successful, motivated and productive workforce is one that feels valued, supported and
challenged, with a clear direction and an understanding of the important role they play in the
achievement of company objectives. The time and effort the organization invests in ensuring its
team is successful will reap benefits when team members begin to demonstrate increased levels
On the other hand, unmotivated employees waste time surfing the Web and using e-mail
and instant messaging for personal benefit. They generally take longer to accomplish the tasks
BENEFITS TO AN ORGANIZATION THAT ENSURES A MOTIVATED WORKFORCE 4
assigned. In essence organizations that focus on keeping employees motivated will see improved
productivity.
When employees are motivated, they invest time, effort and brain power into producing
the best products or services possible (Forsyth, 2006). They take pride in their work, meaning
they will give the company a better name out in the market simply by producing a superior
depends upon the individual's perception regarding his or her capability to do a particular job, the
reward associated with the accomplishment of the job, and the value placed on the reward. A
key point of the expectancy theory is that the more attractive the reward, the stronger the
perception will be. This is because of an expectation that the extra efforts will lead to reward. An
example that could be used to exemplify the expectancy theory is the Wallace Company, winner
of the prestigious Malcolm Baldrige National Quality Award in 1990 (as cited by Halepota
2005). The employees within the organization had sufficient authority to work on their own and
they were trained to improve quality. The reward for improvement was the Baldrige Award: the
workers were aware of value of reward, so this kept them motivated to continue working hard.
Unmotivated employees, on the other hand, will put in the bare minimum effort, resulting in poor
As it relates to monetary savings, improved productivity and higher quality services and
products equal monetary gains for the company. This opens up cash for improvements in the
Another benefit to the organization is better employee retention rates. A recent survey on
employee retention (eweek 2007) conducted and released February 15, 2007 by Deloitte
Consulting and the International Society of Certified Employee Benefit Specialists showed that
BENEFITS TO AN ORGANIZATION THAT ENSURES A MOTIVATED WORKFORCE 5
employee retention increased to the second spot in terms of importance to the organization. In
the study it was reported that 75% of respondents identified the ability to attract, motivate and
retain talent as a top-five priority, up from 69% in 2006 and 56% in 2005. This growth was more
If employees are motivated, the organization will be able to retain more of them. Every time a
new employee is hired, there is a cost associated. The organization has to invest time in getting
that person up to speed on the job requirements, integrating that person into the workforce and
figuring out exactly how that new person can contribute (Ramlall, 2004). Existing employees
have a wealth of knowledge about the company and how things work. They are also already
accustomed to working with the other employees at the facility. By retaining employees, the
Finally, the organization will benefit from ensuring its employees are in a pleasant work
environment. The organization has the responsibility of providing its staff with the necessary
tools for achieving both the individual and organizational goals. Creating a favorable working
climate that would encourage and enhance self-motivation (Skemp-Arlt, Toupence 2007).
Honore (2009), suggested that maintaining a healthy working environment, for example, can
improve an employee's productivity, and is sustainable. It is not always necessary for employers
to motivate around pay and bonuses, but employers should look at other aspects of the working
environment, such as personal progression and trust. These can be just as effective in motivating,
Herzberg's theory describes motivation based on two factors: motivators and hygiene.
They are intrinsic and related directly to the nature of the work and rewards attainable from work
BENEFITS TO AN ORGANIZATION THAT ENSURES A MOTIVATED WORKFORCE 6
performance. Hygienes on the other hand relates to working conditions. They are extrinsic and
The right environment throughout the organization has to be cultivated to ensure that
employees have sufficient trust and confidence in the management hierarchy. Enabling the right
environment to be established and nurtured requires, throughout all levels, an absolute belief in
and commitment to continuous improvement and development for both personal and business-
wide benefit. Additionally, motivated employees are happy employees. Better morale is
contagious; it leads to a pleasant work environment and better productivity. All this means a
Motivation is essential for each and every organization because its helps in reducing
much of the frustration experienced on a day to day basis and it also creates a healthy work
environment. The word motivation stands for movement. All organizations should be interested
and concerned about how to enable people to perform tasks willingly and to the best of their
ability. Motivation is essential for any company because employees are assets of the company. It
is important for the growth of employees as well as growth of the organization. Motivated
employees are more productive and they help organizations survive. The organization should set
standards of excellence, provide workers with training that will enable them to meet these
standards, provide feedback on performance, and recognize them for their achievements and trust
and treat them with dignity and respect. In order to create a positive climate of motivation, the
organization must provide direct support to its workers and then provide psychological
References
(2007). Study: Employee retention a priority. eWeek, 24(9), 31. Retrieved from Academic Search
Complete database.
Forsyth, P. (2006). Motivating your staff [positive staff motivation]. Engineering Management,
16(1), 22-23. doi:10.1049/em:20060104.
Guthrie, J., & Reed, R. (1991). Educational Administration and Policy: Effective Leadership for
American Education. (2nd ed.). New Jersey: Prentice Hall.
Honore, J. (2009). Employee Motivation. Consortium Journal of Hospitality & Tourism, 14(1),
63-75. Retrieved from Hospitality & Tourism Complete database.
Mork, R. (2009) The Benefits of Employee Work Motivation: Career and Development.
Retrieved on March 11, 2010 from: http://www.life123.com/career-money/career-
development/motivating-employees/work-motivation.shtml
Nohria, N., Groysberg, B., & Lee, L. (2008). Employee motivation: a powerful new model.
Harvard Business Review, 86(7-8), 78. Retrieved from MEDLINE database
Ramlall, S. (2004). A Review of Employee Motivation Theories and their Implications for
Employee Retention within Organizations. The Journal of American Academy of
Business, Cambridge. University of St. Thomas, Minneapolis, MN
Skemp-Arlt, K., & Toupence, R. (2007). The Administrator's Role in Employee Motivation.
Coach & Athletic Director, 76(7), 28-34. Retrieved from Academic Search Complete database.