There are a lot of factors for which job satisfaction and other outcomes differ. The major factors are discussed below to have a better understanding of why do people work and the reasons for having either better outcomes or negative outcomes from their job. Various theories explain the different factors concerning the motivation of the employees to work. The major metrics from which the performance and the motivation levels of an employee are determined are employee engagement, stress level, job satisfaction, employee turnover of the organisation, the retention rates of an organisation, employee growth, absenteeism levels at workplaces, etc. Traditionally the factors of a employees’ retention used to be determined through only monetary parameters while in modern theories and principles not only monetary factors are included but the other factors like mental satisfaction, development, fulfilment of an individual’s need in an organisation are also included. This report would outline these parameters with job roles. It is to have a better understanding of the impacts of work on an individual’s life as well as to get an understanding of people’s reason to work and their long term association with the organisation.
Various factors which motivate employees to work
There are various situations in which employees would be emotionally bonded with an organisation in such a way that they have stayed with the organisation throughout. There are two types of motivational factor extrinsic and intrinsic that has to be balanced. It is important to keep the employees committed to the work and generate outcome as expected. But in recent scenarios due to more awareness and an individual candidate’s needs, they switch to different organisations. Various factors that motivate employees are as below:
Work culture: this factor is in the current scenario has become important. Keeping the transparency and equal code of conduct for each employee should be there. The employees should be inspired to respect their directors and reporting officers to keep a healthy relationship and work environment in the organisation.
Work-life balance: with covid scenario work-life balance has become another important factor that determines the motivation levels of the employees. The working hours should be respected and be it any working model that is either hybrid or in-office or remote the hours should be maintained. Employees feel happy when they are working for the whole day and also can get time to keep their personal life balanced.
Effective communication: The flow of communication across all the levels of management is very important. Clear communication also helps the employees to have a clear understanding of the vision and mission of the organisation. The communication of a manager with its subordinates should be effective. There should be respect for all employees irrespective of any level in the organisation.
Peer relations: it is required to have good relations and friendly behaviour in the workplace. Employees should not feel isolated and interactions should be there to avoid the stress and frustration that might occur due to stress at work and this reduces the motivation levels.
Growth opportunity: each organisation offers growth opportunities for its growth. The employees get motivated when they can have consistent learning and development. Many candidates look for change and select an organisation that has a growth opportunity.
Job security: a sense of security in a job is an important factor to create motivation and retain the employees for a longer time when they know that the organisation has high stability. For example, eclerx is an IT and financial company. It has high job security as even during covid they didn’t layoff any employees and growing from the side of employee count and also achieving higher productivity and profitability.
Job rotation and responsibilities: each employee should be allocated roles that match with the skills of employees that they are proficient in. The organisation should never overburden the employees this reduces the motivation of employees.
Recognition: time recognition and rewards should be given to the employees who deserve it, this encourages the employee to work better in future and also encourages others who work towards achieving higher efficiency and better performance outcomes.
Proper compensation: the remuneration and other benefits also determine the motivation of employees. On-time payment, equal pay for equal work should be maintained to keep the integrity of the organisation.
Factors that employees experience as a result of their job roles
- Well balance work allocation: the good work-life balance helps to nurture the employees. The employees who remain motivated tend to take fewer leaves, more absenteeism and remain prepared to commit to the organisation. A healthy work-life balance provides employees to follow their passion through work.
- Interesting work: as per individuals interests it should be taken into account and provide work and tasks as per that. Ex: If a person is good with written communication and presentation but is only allocated to cold calling then the person might feel demotivated so the division of work should be done accordingly.
- Rewards and appraisals on employee performance: it refers to interest tasks involvement and the job-related targets become easy to achieve. This results in the scope of better recognition and rewards which the organisation should provide on time for performing and excelling the job standards.
- Good working conditions: employees remain motivated and thrive in a work environment that is positive. It includes not only the physical environment but also the non-physical one. Google has nap pods, immense space for the employees and many activities like trips, games to keep employees motivated. They keep it very balanced and encourage creativity, which also increases their motivation.
- Clear communication of goals and vision of the company and what is expected from each individual helps the employees to have clarity on what jobs have to be done to achieve the organisational goals.
- Employee authority: some empowerment in decision making or some authority to ceratin employees is also important to make strategies without any limitations. This also acts as a positive motivating factor.
- Leadership: transformational leadership or other styles that would help in transforming the employees and bring growth, this has also shown better engagement levels among employees.
Even according to some reports almost 82% of the workforce in India is going to change jobs in 2022. This is due to various negative factors that have caused poor productivity, burnout within employees. The segmentation of reason for this stat is as follows: 28% due to salary cuts or less salary; 31% due to poor work-life balance; 23% due to ambitions in career and growth.
Some of the negative factors are as follows:
- Poor management: this highly influences the motivation levels as poor management creates an imbalance in work efficiency and the overall system of the organisation. It also creates negative branding in the market which leads to difficulty in hiring quality candidates.
- Poor work-life balance: as it has been seen overburden, or frequent overtime work causes poor work-life balance that creates dissatisfaction among employees and retention levels increases.
- Conflicts at the workplace: the conflicts cause a gap in peer relations. This leads to frustration and lack of resourcefulness which causes a lack of motivation to remain committed to the organisation.
- Inequality: there are different sections on inequality in some organisations it can be discrimination among men and women, in some, it might be a lack of diversity inclusion and inequality with the different cultural backgrounds of employees. These factors create a negative impact on employees and higher turnover rates.
- Payment delayed or salary cuts: due to project termination, or pandemic, etc for any reason if salary cuts are done or the company not paying for months then it causes demotivation after a certain time.
- Employee burnout: due to the overburden of work on employees, most of the times employees starts feeling stressed. Soon employees start facing burnout where their motivation levels are minimal and their self-esteem also gets low. This needs to be monitored by higher management. Reasonable works are allocated to each employee irrespective of their position and roles.
- Threats to performance and self-efficacy: sometimes personal difficulties acts as a threat to an individual’s self-efficacy. This negatively influences the attitude, motivation, behaviour of employees which impacts their work.
- Authoritative structure of the organisation: bureaucratic leadership in a certain organisation or a more formalised structure sometimes decreases the motivation levels as the employee’s authority is less. As per Gallup 2 in 10 employees agree that effective performance is the result of good leadership that keeps them motivated.
- Harassment: there are many situations at workplaces related to harassment like sexual harassment, harassment on subordinates, all these causes a negative impact on employees motivation. So the policies have to be created on a standing order basis to protect the rights of employees.
Delegation of authority in the workplace can help individual employee enhance their efficiency. However, developing job resources at work is just contextual, and it can only function if other significant behaviours affecting elements and external situational factors are beneficial for employee work performance measurement. Finally, negative issues such as employee harassment by customers, a lack of proper job resourcefulness, and a mismatch between employee attitude and job requirements may arise. However, managers may lose out on opportunities to improve employees ’ job performance not because they are unaware of the issues, but because performance measurements are not aligned with employee needs and skills which are not adequately articulated. The analysis or research must constantly take into account the external and internal surroundings of the individual employee, as well as the career and organisational context.