IMPORTANCE OF EMPLOYEE MOTIVATION & JOB SATISFACTION FOR ORGANIZATIONAL PERFORMANCE

One of the greatest challenges’ organizations face today is to manage turnover of work force that may be caused by migration of a lot of industrial workers. This may be because of their lack of Motivation and commitment for the organization; this point of view emphasizes the importance of the study of Motivation and its relationship to Job Satisfaction (Prof. S. K. Singh & Vivek Tiwari, 2011).

The four most important indicators are factors that are somewhat amenable to change are like increasing training opportunities, improving the physical working conditions and environment through improved physical structures, equipment, and materials, may help improve these important working conditions. Other highly discordant included opportunity to advance, good employment benefits, time for family life, good income, and being based in a good location (Peters et al, 2010).

These factors of job satisfaction are very dynamic in nature and every factor has a varying effect on the employee motivation. Hence it is important for the organization to maintain the stock and composition of factors influencing employee motivation and job satisfaction so as to take rightful measures in time to enable to face competition. This has brought high level of responsibility on HR of the organization to update themselves with current level of satisfaction and motivation among employees to ensure the required level of commitment (Peters et al, 2010).

Job satisfaction is a fulfilling or optimistic expression consequential of the consideration of one’s activity (Azash et al, 2011). Organizations today have realized the importance of motivated and satisfied employees as important contributors towards long term objectives. It has made organizations to cater to the expectations and needs of the employees and could expect the similar response. Motivation also positively influences performance at individual and group level ultimately affecting the organizational performance (Risambessy et al 2012).

It has been long thought that learning new things and competency development opportunities raises the morale and satisfaction of the employees but it is also realized that the significant effect on the motivation and job satisfaction is created by goal achievement (Lather and Jain, 2005). Also the managers and the supervisors support towards encouraging employee participation, mutual commitment, and understanding of the diversity issues play a significant role in motivating and enabling performance (Snyder et al, 2004).

Organizations core potential lies in its motivated and satisfied employees who consistently contribute towards organization goals and objective. Effective HRM system could be a great deal of assistance in keeping employee morale high (Kumar and Garg, 2011). It is not possible for any division to solely motivate and satisfy employees without support of the senior management active participation and interest (K R. Solanki, 2013).

Higher Management have to take clue of dropping performance may not be due to the external factors of motivation but could be effect of dissatisfaction from the tasks and the output achieved. They have to focus on developing jobs which involves employee and motivates and fulfills the daily expectation (Tietjen and Myers, 1998).

It should also be realized that the employee performance is also negatively affected by stress at work place, hence it is of significant value to evaluate the current processes and practices which are responsible for creating stressful situation in order to not to effect the performance (Kakkos et al, 2010). Here designing job content which are more interesting in nature is critical, job enrichment could be one strategy to motivate employees (Fred C. Lunenburg, 2011).

 Organizations need to encourage employee initiatives and participation as this will help build leadership at different levels. For leadership roles formal authority is not the criteria but the initiatives and innovation are. Employee’s at all the level can choose to act as a leader if given an opportunity and this further helps motivating and influencing other employees (Jeffrey L. Herman et al, 2011).

 

REFERRENCES:

·         Agusthina Risambessy, Bambang Swasto, Armanu Thoyib, Endang Siti Astuti, 2012. The Influence of Transformational Leadership Style, Motivation, Burnout towards Job Satisfaction and Employee Performance, J. Basic. Appl. Sci. Res., 2(9) pp 8833-8842. Mark A. Tietjen and Robert M. Myers,1998. Motivation and job satisfaction, Management Decision 36/4 pp 226–231, MCB University Press [ISSN 0025-1747].

·         Anu Singh Lather, Shilpa Jain 2005. MOTIVATION AND JOB SATISFACTION A STUDY OF ASSOCIATES OF PUBLIC AND PRIVATE SECTOR. Delhi Business Review X Vol. 6, No. 1, pp 77-84

·         David H Peters, Subrata Chakraborty, Prasanta Mahapatra, Laura Steinhardt, 2010. Job satisfaction and motivation of health workers in public and private sectors: crosssectional analysis from two Indian states, Peters et al.

·         Dr. Nikos Kakkos, Dr. Panagiotis Trivellas, Kaliopi Fillipou, 2010. Exploring the link between job motivation, work stress and job satisfaction, Evidence from the banking industry. 7th International Conference on Enterprise Systems, Accounting and Logistics (7th ICESAL 2010), Rhodes, Greece pp 211-230.

·         Ed Snyder, BS, CBET, and Margy Grasberger, MS 2004. From a Clinical Engineering Perspective...Understanding Motivation and Employee Satisfaction, Biomedical Instrumentation & Technology, pp 283-287.

·         Fred C. Lunenburg, 2011. Motivating by Enriching Jobs to Make Them More Interesting and Challenging International Journal Of Management, Business, And Administration Volume 15, Number 1.

·         Jeffrey L. Herman, Jennifer J. Deal, Jamie Lopez, William A. Gentry, Stephanie Shively, Marian Ruderman, Lori Zukin, 2011. Motivated by the Organization’s Mission or Their Career? Implications for Leaders in Turbulent Times, Center for Creative Leadership, Booz|Allen|Hamilton.

·         Kalpana Rathore Solanki. Flextime Association with Job Satisfaction, Work Productivity, Motivation & Employees Stress Levels. Journal of Human Resource Management. Vol. 1, No. 1, 2013, pp. 9-14. doi: 10.11648/j.jhrm.20130101.12

·         Navdeep Kumar, Pankaj Garg, 2011. Impact of motivational factors on employee’s job satisfaction- A study on some selected organization in Punjab, India, ASIAN JOURNAL OF MANAGEMENT RESEARCH 672 Volume 2, pp 672-683, ISSN 2229 – 3795.

·         Prof. S. K. Singh* & Vivek Tiwari, 2011, Relationship between motivation and job satisfaction of the white-collar employees: a case study, SMS Varanasi, Vol. VII, No. 2; Dec 11, pp 31-39.

·         S.Md.Azash, Ramesh Safare, M.Sudheer Kumar, 2011. The motivational factors and job satisfaction: a Study on selected public and private sector bank Employees in Kadapa district, Andhra Pradesh. International Refereed Research Journal Vol.– II, Issue –4, [161], Journal of Arts, Science & Commerce E-ISSN 2229-4686 ISSN 2231-4172