RELATIONSHIP BETWEEN MOTIVATION AND TALENT MANAGEMENT 

A wrong fit of employee will result in extra hiring, re-training and other wasteful activities (Hanif, and Yunfei, 2013). TM is favorable to both the firm and the employees. It will result in enhancement of employee’s motivation also (Altınöz,  Çakıroğlu, and  Çöp, 2013). 

Gitonga, et al., (2016) explained that attraction, selection maintenance of   the required manpower is a critical ingredient to organizational success and TM is a deliberate approach for an organization to attract, development of people in the organization with the requirement of appropriate skills to meet the exciting and future needs of organization (Mathew, 2015).

Wellins et al.  (2006) explained that talent is some special skills of employees which articulate the employee’s present performance towards future goals of organization.TM should provide some additional opportunities to talented employees to retain and motivate workforce (Blass and Ferris, 2007).  Rani and Kumar (2016) work to examine and investigate the issues faced during implementation of talent management practices.

Studying of entities of human capital of educational system, talents can be discovered, and managing and training of these talents correctly, the efficiency of employees of educational system can be increased (Kavianinia, 2010). Duttagupta (2005) believes that talent management originates from strategic management of talents flows in organization and its goal is to create an accessible source of talents for adapting the right individuals with the rights jobs and the right time based on the strategic purposes of business (Kaviani and Bahrami, 2013).

As Taleghani et al. (2013) expressed, talent development has a positive and significant effect on performance and this causes the improvement of employees’ performance in organization and the job satisfaction and motivation increase significantly. These findings are in line with the research results of Gorozidis et al. (2014).

If beneficial mechanisms and processes are used in all educational and job affairs, it will cause the needed tendency and motivation in employees. The findings of the research of Brown and Hughes (2012) confirm this relationship. According to the research findings, these suggestions are presented:

1) Managers have one-on-one meetings with their employees to identify the talented employees.

2) Governments plan for attraction and maintenance of talented, motivated, and professional employees and develop the needed instructions.

3) Managers communicate with innovative employees constantly and honestly and involve the employees in decision-makings as showing caring for them.

4) For participation of the talented employees, design and establishment of suggestion and criticism systems is necessary.

5) Managers must trust the employees and give them more responsibility and supervision in order to make motivation in them.

6) In future studies, it’s suggested to use other variables as the mediating variable and to review the relationship between the structures in a total model.

Example: At My current working organization which is a Business Process Management (BPM) company, there are domain universities that allow employees to upskill / reskill. There are multiple talent initiatives that nurture diversity and inclusion on-the-go, and more importantly, a cohesive work culture that allows for career growth. Eighty percent of my organization’s top leadership is home-grown, being a testimony for recognizing the importance of employee motivation and talent management. 

Reference

• Altınöz, M., Çakıroğlu, D., &Çöp, S. (2013). Effects of talent management on organizational trust: A field study. Procedia-Social and Behavioral Sciences, 99, 843-851.

• Blass, F. R., & Ferris, G. R. (2007). Leader reputation: The role of mentoring, political skill, contextual learning, and adaptation. Human Resource Management, 46(1), 5-19.

• Brown, T. L. and Hughes, G. D. 2012. Teacher and Administrator of Teacher. Motivation. Journal of Research in Education, 18: 46–57.

• Gitonga, G. A., Kilika, J.M., Obere, E. (2016). Generation Y Talent Management strategy and competitive advantage: Case of Commercial Banks in Kenya.  Journal of Human Resource Management, 4(2), 10-18.

• Gorozidis, G. and Papaioannou, A. G. (2014). Teachers’ motivation to participate in training and to implement innovations. Teaching and Teacher Education, 39: 1–11.

• Hanif, M.I. and Yunfei, S. (2013). The role of talent management and HR generic strategies for talent retention. African Journal of Business Management, 7(29), 2827-2835.

• Kaviani, A. (2010). The discovery of talents within the organization and producing motivation, Management, 2: 8–11

• Kaviani, E. and Bahrami, S. (2013). Talent management with global vision. Tadbir, 260: 23–27.

• Mathew, A. (2015). Talent management practices in select organizations in India, 16(1), 137-150.

• Rani, K., & Kumar, S. (2016). A Study of Problems Encountered by the IT Sector in Effective Implementation of Talent Management Practices. Pacific Business Review International, 8(7), 33-39.

• Taleghani, G., Amini, S., Ghafari, A. and Adousi, H. (2013). Study of the role on talent management on the performance of faculty members of University of Isfahan, 3: 83–102.

• Wellins, S; Smith, B & Rogers, W. (2006). "Talent Management". Pittsburgh, PA: Development Dimensions International Press.

IMPORTANCE OF HRM IN TALENT MANAGEMENT 

Innovative HRM practices provide a sustainable competitive advantage depending on how creatively and effectively they are interpreted and executed (Som Ashok 2007). 

The organization can achieve advantage through human resources only. It is the people who can provide the competitive edge which is the reason that Human resources systems have become crucial in conduct of business operations (Umesh R 2011).

Bethke-Langenegger, P., Mahler, P., & Staffelbach, B. (2011) In their research found that talent management strategies focusing succession planning only may not yield organizational performance in short term, as it is a futuristic strategy of the organization and a traditional view of HR operation.

In such situations, it is necessary for human resource managers to design and implement new talent and employee retention programs as a way of building a strong foundation to promote an organisational culture intended to groom the new business start-ups for success (Tsui & Lai, 2009, p.253). 

Another study by Sheridan (1992), found culture to have a stronger effect on employee retention than the combined influences of the labour  market  and employee characteristics. In addition to retention, however, organisational culture greatly influences and shapes HR strategy formulation, including such strategies as employee selection and placement, employee promotion and development, and reward systems noted Sheridan (1992).

Whereas it is possible to describe with clarity strategies used by HR managers in business organisations, there is little written to guide them, in a stepwise fashion about talent and retention programs (Stefan, Julian, Kathryn, Fredrik, & Till von Wachter, 2008, p. 205).

Organizations need to have robust processes in terms of Management support, career development and compensation and rewards strategy which engage employees in effective and efficient manner Alias, N. E., Noor, N., & Hassan, R. (2014).

As per the below video 01, Many business owners don’t realize why HR is important and why they should invest in improving their HR department. However, the reality is that talent management in HR is often neglected -- along with recruitment, discipline, and onboarding. The number one constraint holding businesses back is people. People are generally the biggest cost in a company. A strong HR department will help you optimize the efficiency of your employees so that you’re getting full value out of your team.

Video 01

(Source: Peter Boolkah - The Transition Guy, 2018)

Reference

• Alias, N. E., Noor, N., & Hassan, R. (2014). Examining the mediating effect of employee engagement on the relationship between talent management practices and employee retention in the Information and Technology (IT) organizations in Malaysia. Journal of Human Resources Management and Labor Studies, 2(2), 227-242.

• Bethke-Langenegger, P., Mahler, P., &  Staffelbach, B.  (2011).  Effectiveness of talent management strategies. European Journal of International Management, 5(5), 524-539.

• Lee, T. W., Hom, P., Eberly, M., & Li, J. (2017). Managing employee retention and turnover with 21st century ideas.

• Sheridan, J. E. (1992). Organizational Culture and Employee Retention. Academy of Management Journal, 35(5), 1036-1056.

• Som, Ashok (2007) 'What drives adoption of innovative SHRM practices in Indian organizations?', The International Journal of Human Resource Management, 18:5, pp 808 — 828.

• Stefan, B., Julian, L., Kathryn, S., Fredrik, A., & Wachter, T. (2008).  The Analysis of Firms and Employees: Quantitative and Qualitative Approaches. Chicago: University of Chicago Press.

• Tsui, A. P. Y., & Lai, K. T. (2009). Professional practices of human resource management in Hong Kong: Linking HRM to organizational success. Hongkong: Hong Kong University Press.

• Umesh R. Sharma research supervisor DR. D.G. Thakore, 2011. Impact of human resources systems on performance of the organization (A Study in Select Industries of Vapi, Silvassa And Daman) PhD thesis submitted to the Veer Narmad South Gujarat University, Surat.

TALENT MANAGEMENT 

Das, S.P. and Parikh, Prema (2007) defined talent management as “The managerial, and of creating and maintaining an atmosphere that supports people working together to accomplish, a mutually-agreed vision, mission and set of goals using minimum time, money and materials using their talent”.

Burkus and Osula (2011) believe that talent is innate and as such it can be identified and developed at an early stage. Garg and Rani (2014) affirm that talent management highly motivates the employee and cause him or her to be committed to the organization. As asserted by Garg and Rani (2014) talent management begins with identification and recognition of individuals for their unique strengths.

One distinction between HRM and talent management may be drawn based on the work of (Barney, 1991). Barney explains that Talent Management (TM) relatively focuses more on the human side of the work and considers talented workers as a competitive advantage of organizations while HRM takes all of organizational function into consideration. Talent Management (TM) aims at developing human talent of the organization whereas HRM is more technical and uses transactional approach. Blass (2009) developed a diagrammatical model of territory of Talent Management (TM) and how it is composed of different factors as given in the figure 01. 

Figure 01

(Source: Blass, 2009)

Tarique and Schuler (2012) have compiled a summary of the TM definitions mostly appearing across the spectrum of TM literature and the salient highlights of those definitions include:  

a. TM is merely an extension of the HR sub-functions, and the term is used interchangeably with HRM.  

b. TM is more strategic in nature, and it focuses on the future requirement in the workers’ capabilities that will meet future needs of the business.  

c. TM is selective and focuses on key positions, which are perceived by the management as vital for developing long term competitive edge for any business. 

d. TM is based on a capability and capacity building approach to strategic HRM.

Talent Management (TM) thus, emphasizes development and effective employment of corporate strategies for effective utilization of the talent pool to ensure a continuous supply of talent to meet its short / long term objectives, and overall activities of the organization are in harmony with its TM processes (Garavan et al., 2012).

As per the below video 01, Talent Management is a systematic cycle of activities that attract, retain, and engage talented employees. There are a wide variety of opinions on the definition and activities associated with talent management. The Talent Management model represents the cycle of the core activities (found in each of the pie-shaped segments) of talent management. The cycle (as indicated by the four arrows) is centered on learning and begins with recruiting, and moves through interviewing, selecting and onboarding. Represented by the large gray circle, these key talent management activities ensure organizations attract, retain, and engage talented employees.

Video 01

(Source: GreggU, 2018)

Example: In my current organization, led by digitalization, the WNS Open Talent Model creates a true boundaryless and collaborative workplace – building communities of domain experts and enabling enterprises to access best-in-class talent on demand. The WNS Open Talent Model is powered by the trifecta of open workforce, open workflow and open workspace.

Reference

• Blass, E. (2009). Defining Talent Management (pp. 24-36): Springer.

• Barney, J.  (1991).  Firm resources and sustained competitive advantage.  Journal of management, 17(1), 99-120.

• Burkus, D., & Osula, B. (2011). Faulty intel in the war for talent: Replacing the assumptions of talent management with evidence-based strategies. Journal of Business Studies Quarterly, 3(2), 1-9.

• Das, S.P. and Parikh Prema (2007). Concept and Best Practices Relating to Talent Management, Human Resource Management, Mohanty, R.P. (Ed.) Excel Books, New Delhi.

• Garavan, T.  N., Carbery, R., & Rock, A. (2012).  Mapping talent development: definition, scope and architecture. European Journal of Training and Development, 36(1), 5-24.

• Garg, D., & Rani, K. (2014). Talent management: Empirical research results. International Journal of Management and Commerce Innovations, 2(1), 289-295.

• Tarique, I., & Schuler, R. (2012). Global talent management literature review.  White paper: SHRM Foundation.

 EMPLOYEE RETNTION STRATEGIES

People leave the organization due to various reasons. The experience of job related stress (job stress), the range factors that lead to job related stress (stressors), lack of commitment in the organization; and job dissatisfaction make employees to quit (Firth, Mellor, Moore, Loquet (2007).

Some organizational cultures can be inspiring to their employees and provides an inductive environment to their employees. Organization with strong communication systems enjoy lower turnover of staff (Labov, 1997)

Effective retention management requires ongoing diagnosis of the nature and causes of turnover, a strategic approach to determining in what human capital markets retention has the largest impact on organizational success, and the development of an appropriately targeted and organized bundle of retention initiatives (Allen, Bryant, Vardaman, 2010). 

It is the responsibility of the employer to retain their best employees, if not; the organization will lose the star performers (good employees), (Gurumani, 2010). 

According to Vaiman (2008), retention management has become a major source of competitive advantage in the modern and rapidly globalizing business world. Whitt (2006) in his study mentioned that increased retention means reduced employee turnover. Research conducted by Agarwal and Ferratt (2002) in IT industry identified several retention practices.

Study conducted by Singh and Loncar (2010) revealed that pay satisfaction and job satisfaction affects turnover intention. Currivan (1999) conducted a study which examined four possible models of the causal relationship between job satisfaction and organizational commitment in models of employee turnover: (1) satisfaction precedes commitment, (2) commitment precedes satisfaction, (3) satisfaction and commitment have a reciprocal relationship, and (4) satisfaction and commitment have no significant relationship.

Hom and Griffeth (1995) described in a study that the process of encouraging employees to stay for a long period or till the project completion is termed as retention.  Wysocki, B (1997) pointed out the view of “The Society of Human Resource Management” that retention of employee is the hottest topic in the current scenario. Drucker (1999) explained that employees voluntarily quits their job is a potential retention issue.

Frankeiss (2008) discussed in this study that policies and practices on talent management, recruitment and retention policy can play an important role in decreasing the attrition rates.  Oracle white paper (2012), it is discussed that recruiting the right person in the first place would be the best practices for retention of employees. Beardwell and Wright (2012) emphasized in a study that organizations systematic approach to recruitment and selection which would help in decrease in turnover of employees.

Below video 01 describes the importance of employee retention, reasons for employee turnover as well as the outside factors. Video 02 describes the strategies for employee retention with the practical examples.

                                                                Video 01

(Source: Galton Collage, 2017)

Video 02

(Source: Galton Collage, 2017)

Example: At My current working organization which is a Business Process Management (BPM) company, there are domain universities that allow employees to upskill / reskill. There is multiple employee retention. Eighty percent of my organization’s top leadership is home-grown, being a testimony for recognizing the importance of employee motivation and talent management. 

Reference

• Agarwal, R. and T.W. Ferratt. (2002) “Enduring Practices for Managing IT Professionals.” Communications of the ACM, September 2002, Vol. 45, No. 9, 7 3-79.

• Allen, D.G., P.C. Bryant, and J.M. Vardaman. (2010) “Retaining Talent: Replacing Misconceptions with Evidencebased Strategies.” Academy of Management Perspectives. 48-63.

• Beardwell, J., and Wright, M., (2012) Recruitment and Selection: Human resource management: A contemporary approach, Harlow, Pearson Education Limited, 189-229. 

• Currivan, D. B. (1999). The Causal Order of Job Satisfaction and Organizational Commitment in Models of Employee Turnover. Human Resource Management Review, 9, 495-524.

• Drucker, P., (1999) Management for the 21st century, New York Harper Collins.

• Firth L., D.J. Mellor, K.A. Moore, and C. Loquet. (2007) “How can Managers reduce Employee Intention to quit?” Journal of Management Psychology. 19 (2), 170-187.

• Franckeiss, A., (2008) Mining the good from the goodbyes. Human resource management international digest. 

• Gurumani,V.S. (2010) “Invaluable Tools for Talent Retention.” Human Capital. April, 54-55.

• Hom, P.W., & Griffeth, R.W., (1995) Employee turnover. Cincinnati, OH: South-Western. 

• Labov, B. (1997) “Inspiring Employees the Easy Way.” Incentive. 171(10), 114-18.

• Oracle white paper (2012) 

• Singh, P. and N. Loncar. (2010) “Pay Satisfaction, Job Satisfaction and Turnover Intent.” Département des relations industrielles. Université Laval, 65-3, 470–490.

• Vaiman, V. (2008), “Retention Management as a means of Protecting Tacit Knowledge in an Organization: A Conceptual Framework for Professional Services Firms.” International Journal of Learning and Intellectual Capital. Vol.5, No.2, 172–185.

• Whitt, W. (2006) “The Impact of Increased Employee Retention on Performance in a Customer Contact Center.” Manufacturing and Service Operations Management. Vol.8, No.3, Summer 235–252.

• Wysocki, B (1997) Retaining employees turns into a hot topic. Wall Street Journal, September 8, B1. 

 EMPLOYEE MOTIVATION THEORIES - Herzberg's two-factor theory

Most theories discuss job satisfaction within the context of motivation (Kian et al., 2014). The Herzberg theory has been used as a method to explore job satisfaction among employees (Lundberg et al., 2009) According to Herzberg's theory of motivation applied to the workplace, there are two types of motivating factors: 1) satisfiers (motivators), which are the main drivers of job satisfaction and include achievements, recognition, responsibility, and work advancement, and 2) dissatisfiers (hygiene factors), which are the main causes of job dissatisfaction (Herzberg, 1966).

In 1975, Rogers summarized Herzberg's two-factor theory as follows: “In other words, adequate salary, good working conditions, respected supervisors and likeable co-workers will not produce a satisfied worker; they will only produce a worker who is not dissatisfied. However, their levels must be acceptable in order for the motivation factors to become operative. In other words, like medical hygiene practices, they cannot cure an illness, but they can aid in preventing it” (Rogers, 1975).

Motivation factors are related to a person’s job satisfaction and include advancement, the work itself, possibility of growth, responsibility, recognition and achievement (Herzberg, 1966). 

Herzberg states that the hygiene factors are extrinsic to the job, and if present, lead to preventing job dissatisfaction because hygiene factors react to the environment and workplace for ‘the need to avoid unpleasantness’ (Herzberg, 1966, p. 75).

Figure 01 shows how employee job satisfaction fluctuates according to the behavior of Hygiene factors and the Motivation factors. Similarly figure 02 shows the example for these two factors.

                                                                    Figure 01

(Source: Herzberg 1987)

   Figure 02

(Source: Herzberg 1987)

As per the below video 01 Herzberg’s Two Factor Theory, argues that there are two factors that an organization can adjust to influence motivation in the workplace. Further it describes how employee job satisfaction fluctuates according to the behavior of Hygiene factors and the Motivation factors. And what are the four combined behaviors of the two factors.

Video 01

                                                        (Source: EPM, 2018)

Reference

• Herzberg, F.I. (1966). Work and the Nature of Man.

• Herzberg, F. (1987), 'One more time: How do you motivate employees?', Harvard Business Review, Vol. 65(5), pp. 109-120.

• Kian, T., W. Wan, W., Rajah, S. (2014). European journal of business and social sciences, 3 (2) (2014), pp. 94-102.

• Lundberg, C., Gudmundson, A. and Andersson, T.D. (2009). Herzberg's Two-Factor Theory of work motivation tested empirically on seasonal workers in hospitality and tourism. Tourism management, 30(6), pp.890-899.

• Rogers, R.W. (1975). A protection motivation theory of fear appeals and attitude change1. The journal of psychology, 91(1), pp.93-114.

 EMPLOYEE MOTIVATION THEORIES - Maslow’s Hierarchy of Needs

It is a well-known fact that satisfied employees contribute their maximum and are committed to achieving organization’s goals and that their turnover intention is very low (Verma, 2017).  Employee satisfaction depends on various factors and that it is not easy to maintain the satisfaction level constant without motivation. What motivates employees changes constantly and thus it is very complex. (Alshamemri 2017).

Abraham Maslow a phycologist became renowned with his motivational theory that he published in 1943 named “A theory of human motivation”. This theory is known as “Maslow’s hierarchy of needs theory “and has been the subject of many researchers and discussions worldwide since then.

As per the below Figure 01, Maslow's hierarchy of needs is a motivational theory in psychology comprising a five-tier model of human needs, often depicted as hierarchical levels within a pyramid.

From the bottom of the hierarchy upwards, the needs are: physiological (food and clothing), safety (job security), love and belonging needs (friendship), esteem, and self-actualization.

                                                                  Figure 01

(Source - Jerome, 2013)

Physiological needs - These are biological requirements for human survival, e.g., air, food, drink, shelter, clothing, warmth, sex, sleep. If these needs are not satisfied the human body cannot function optimally. Maslow considered physiological needs the most important as all the other needs become secondary until these needs are met. (Maslow 1943,1954. cited in McLeod 2018).

Safety needs - Once an individual’s physiological needs are satisfied, the needs for security and safety become salient. People want to experience order, predictability and control in their lives. These needs can be fulfilled by the family and society (e.g. police, schools, business and medical care). (Maslow 1943,1954. cited in McLeod 2018).

Social needs - After physiological and safety needs have been fulfilled, the third level of human needs is social and involves feelings of belongingness. Belongingness refers to a human emotional need for interpersonal relationships, affiliating, connectedness, and being part of a group. (Maslow 1943,1954. cited in McLeod 2018).

Esteem Needs - These are the fourth level in Maslow’s hierarchy and include self-worth, accomplishment and respect. Maslow classified esteem needs into two categories: (i) esteem for oneself (dignity, achievement, mastery, independence) and (ii) the desire for reputation or respect from others (e.g., status, prestige). (Maslow 1943,1954. cited in McLeod 2018).

Self-actualization needs - These are the highest level in Maslow's hierarchy, and refer to the realization of a person's potential, self-fulfillment, seeking personal growth and peak experiences. Maslow (1943) describes this level as the desire to accomplish everything that one can, to become the most that one can be. Individuals may perceive or focus on this need very specifically. For example, one individual may have a strong desire to become an ideal parent. In another, the desire may be expressed economically, academically or athletically. For others, it may be expressed creatively, in paintings, pictures, or inventions. (Maslow 1943,1954. cited in McLeod 2018).

Reference

• Alshmemri, M, Shahwan-Akl. L and Maude. P (2017). Hersberg’s Two Factor   Theory.  Life Science Journal 2017;14 (5). pp:12-16.

• Jerome, N. (2013), 'Application of the Maslow’s Hierarchy of Needs Theory: Impact and implications on Organizational Culture', Human Resource and Employee’s Performance. International Journal of Business and Management, Vol. 2, Issue 3, pp. 41-2.

• Verma, C. (2017) Importance of Employee Motivation & Job Satisfaction For Organizational Performance. International Journal of Social Science & Interdisciplinary Research, Vol. 6 (2)

INTRODUCTION AND THE TYPES OF EMPLOYEE MOTIVATION

The concept of motivation can be explained as a process of behavioral and cognitive approach which induces an employee’s inclination to accomplish his individual and overall organizational goals (Håvold and Håvold, 2019). Motivation is considered as a principal component of the workplace behaviors and is defined as a method of incentivizing individuals to act and accomplish organizational goals (Ololube et al., 2013). The term ‘motivation’ refers to the inputs which would generate, guide and facilitate an individual’s behavioral attitude towards the expected outcome (Pinder, 1998). Nahavandi et al. (2013) define motivation as a psychological aspect which illustrates the reason of individual’s attitude towards rewards. According to Timm and Peterson (2000), motivation comes from a person’s needs, demand, desire and yearning. Buford et al. (1995) define motivation as a predilection to act in a more resolute way to satisfy unmet wants. Employee motivation is explained as the enthusiasm and eagerness of an employee to strive for attaining organizational goals as well as satisfying his or her personal needs (Robbins and Coulter, 1996). Work motivation is described as a combination of both intrinsic and extrinsic factors that stimulate work behaviors and control its direction and time span (Rusu and Avasilcai, 2014).

Motivation has been defined as: the psychological process that gives behavior purpose and direction (Kreitner, 1995); a predisposition to behave in a purposive manner to achieve specific, unmet needs (Buford, Bedeian, & Lindner, 1995); an internal drive to satisfy an unsatisfied need (Higgins, 1994); and the will to achieve (Bedeian, 1993).

Employee motivation is the enthusiasm, energy level, commitment, and amount of creativity that an employee brings to the organization (Islam and Ismail, 2008). “Work Motivation is a set of energetic forces that originate both within as well as beyond an individual’s being, to initiate work -related behavior, and to determine its form, direction, intensity and duration (Pinder 2008).

Motivation is the driving force that will lead people to achieve (Bedeian,1993). Employees get motivated by intrinsic (internal) as well as extrinsic (external) factors. (Alshamemri, 2017).

Initial studies found that if an individual engaged freely in an activity (out of interest) and was subsequently offered an external reward such as money (Deci 1971) or points (Lepperet al. 1973) for engaging in that activity, then intrinsic motivation toward the activity declined. Although these initial findings were controversial because they challenged operant theories of behavioral reinforcement, a subsequent meta-analysis affirmed that when extrinsic rewards are expected and tangible, they indeed undermine intrinsic motivation for an activity (Deciet al. 1999). Extrinsic motivation is governed by reinforcement contingencies. (Deci et al., 1999).

Below video (Video 01) describes how to motivate employees in an organization and the two ways of motivating employees with examples.

1. Intrinsic motivation 

2. Extrinsic motivation

                                                                Video 01

                                                (Source: Bernd Geropp, 2019)

Reference

• Alshmemri, M, Shahwan-Akl. L and Maude. P (2017). Hersberg’s Two Factor   Theory.  Life Science Journal 2017;14 (5). pp:12-16.

• Bedeian, A. G. (1993). Management (3rd ed.). New York: Dryden Press.

• Buford, J. A., Jr., Bedeian, A. G., & Lindner, J. R. (1995). Management in Extension (3rd ed.). Columbus, Ohio: Ohio State University Extension.

• Deci, E. L., Koestner, R., & Ryan, R. M. (1999). A meta-analytic review of experiments examining the effects of extrinsic rewards on intrinsic motivation. Psychologi-cal Bulletin, 125(6), 627.

• Deci, E. L. (1971). Effects of externally mediated rewardson intrinsic motivation. Journal of Personality andSocial Psychology, 18, 105–115.

• Håvold, J. and Håvold, O. (2019) ‘Power, trust and motivation in hospitals’, Leadership in Health Services, Vol. 32, No. 2, pp.195–211.

• Higgins, J. M. (1994). The management challenge (2nd ed.). New York: Macmillan.

• Islam, R and Ismail, A. Z. H “Employee Motivation: A Malaysian Perspective,” International Journal of Commerce & Management, Vol. 18, No. 4, 2008, pp. 344-362.

• Kreitner, R. (1995). Management (6th ed.). Boston: Houghton Mifflin Company.

• Lepper, M. R., Greene, D., & Nisbett, R. E. (1973). Undermining children’s intrinsic interest with extrinsicreward: A test of the “overjustification”hypothesis.Journal of Personality and Social Psychology, 28(1),129–137.

• Nahavandi, A., Denhardt, R.B., Denhardt, J.V. and Aristigueta, M.P. (2013) Organizational Behaviour, Sage Publications, Thousand Oaks, California.

• Ololube, N.P., Nwokolo, J.O., Onyekwere, L.A. and Kpolovie, P.J. (2013) ‘Fringe benefits and employee motivation in selected banks in Delta State of Nigeria’, African Journal of Accounting, Auditing and Finance, Vol. 2, No. 1, pp.27–51.

• Pinder, G. (1998) Work Motivation in Organizational Behaviour, Prentice-Hall, London.

• Robbins, S.P. and Coulter, M. (1996) Management, Prentice Hall, Englewood Cliffs, New Jersey.

• Rusu, G. and Avasilcai, S. (2014) ‘Linking human resources motivation to organizational climate’, Procedia-Social and Behavioural Sciences, Vol. 124, No. 1, pp.51–58.

• Timm, P.R. and Peterson, B.D. (2000) People At Work: Human Behaviour in Organizations, South-Western College Publication, Cincinnati, USA.

THE IMPORTANCE OF EMPLOYEE MOTIVATION

Good motivation can strengthen commitment (Sohail et al., 2014; Burns and Alexander, 2020) and lead to improved performance (Joseph, 2015), while good performance can improve organizational performance (Bashaer and Singh, 2017) and lead to on satisfaction (Karyono, 2016).

Motivation has a positive effect on performance. The results give meaning that the role of motivation becomes a supporting factor in an organization both government and private especially in improving performance. Empirical findings indicate that the direct influence of motivation on performance has an influence.  This is based on the relationship between performance and motivation. The findings of this study are in line with several previous studies which have proven in advance that motivation has a significant effect on employee performance both directly (Elvina and Chao, 2019) as well as acting as mediators (Jayaweera, 2015). 

Employee   performance   is   closely   related   to   the   results   of   one's   work   in an organization or company.  The results of the work can involve quality, quantity, and timeliness, but performance evaluation in a company's organization is key in employee development.  Performance evaluation is in principle a manifestation of an employee's performance appraisal form (Irfansyah, 2020). 

The achievement of employee performance in Majalengka Regency Education Office of is largely determined by the ability of the Head of Office in leading, fostering, and directing employees in carrying out their duties that is by carrying out motivation. Motivation is one of the organic functions of management. The success of the implementation of the above motivation depends on the ability of the Head of Service in implementing the principles of motivation. In this study, work motivation consists of the principle of participation, the principle of communication, the principle of recognition, the principle of delegated authority and the principle of reciprocity (Hasibuan, 2006), while performance refers to aspects of quantity, quality, productivity, timeliness and effectiveness (Wibowo, 2010). 

In addition, the motivation possessed by employees further has the ability to improve organizational performance (Dobre, 2013).

As per the below video 01 Business efficiency and productivity are tightly linked to the level of motivation of its workers. Cohabiting with people was never an easy task not to mention motivating them. In order to gain the loyalty of your employees and be able to turn their efficiency into a competitive advantage, a manager must rise to the expectations of the staff and be able to motivate them. 

                                                    Video 01

                                                    (Source - Darius A. Tent, 2020)

Example: At My current working organization which is a Business Process Management (BPM) company, their sights are set on shaping the future of the employees. They are people-focused on their approach and believe that the best motivation they can give their employees is the career. 

There are domain universities that allow employees to upskill / reskill. There are multiple talent initiatives that nurture diversity and inclusion on-the-go, and more importantly, a cohesive work culture that allows for career growth. Eighty percent of my organization’s top leadership is home-grown, being a testimony for recognizing the importance of employee motivation. Motivated employees nurture happy clients which in turn will positively affect the company performance. 

Reference

• Bashaer, A. and Singh, S.  (2017) ‘Determinants of organizational performance: a proposed framework International Journal of Productivity and Performance Management Article information ’:,  International  Journal of Productivity and Performance Management, 65(December), pp. 844–859. doi: 10.1108/IJPPM-02-2016-0038.

• Burns, L.  R.  and Alexander, J.  A.  (2020) ‘The Impact of Employee Motivation on Organizational Commitment The Impact of Employee Motivation on Organizational Commitment’, European Journal of Business and Management, 9(15), pp. 134–137.

• Dobre, O. (2013) ‘Employee motivation and organizational performance’, Review of Applied Socio- Economic Research, 5(1), pp. 53–60.

• Elvina, S. and Chao, L. Z. (2019) ‘A Study on the relationship between employee motivation and work performance’, IOSR Journal of Business and Management (IOSR-JBM), 21(3), pp. 59–68. doi: 10.9790/487X-2103025968.

• Hasibuan, M. S. (2006) Manajemen Dasar, Pengertian, dan. Masalah,Edisi Revisi. Jakarta: Bumi Aksara.

• Irfansyah.  (2020).  The Duties and Functions Performance of Aceh Human Resources Improvement Institutions in Scholarship Study Program Implementation in Aceh Government. Britain International of Humanties and Social Sciences (BIoHS) Journal, 160-165.

• Jayaweera, T.  (2015) ‘Impact of Work Environmental Factors on Job Performance, Mediating Role of Work Motivation: A Study of Hotel Sector in’, International Journal of Business and Management, 10(3), pp. 271–278. doi: 10.5539/ijbm.v10n3p271.

• Joseph, B.  (2015) ‘The effect of employees’ motivation on organizational performance’, Journal of Public Administration and Policy Research, 7(May), pp.  62–75.  doi: 10.5897/JPAPR2014.0300.

• Karyono, O.  dan M. P. (2016) ‘Kepuasan nasabah diukur dari kinerja pelayanan dan kinerja karyawan’, J-Ensitec, 02(02), pp. 32–37.

• Sohail, B. A.  et al. (2014) ‘Effect of Work Motivation and Organizational Commitment on Job Satisfaction: (A Case of Education Industry in Pakistan)’, Global Journal Management and Business Research: A Administration and Management, 14(6).

• Wibowo. (2010) Manajemen Kinerja. Jakarta: Rajawali Press. Adisasmita.