Employee Motivation can be simply defined as a “reflection of the level of energy, commitment, and creativity that a company's workers bring to their jobs” (Shahzadi and Javed, 2014). Motivation can also be referred to as a management process and motivation use to encourage the employees in an organization to accomplish non-full filled tasks and to promote organizational growth (Obiekwe, 2016). Motivation is a psychological process that provides mental and physical strength to satisfy the desire of employees to achieve the imperfect needs of the organization (Lindner, 1998).
By organization investing in L&D, the business is clearly showing company employees that the company provides value for employees as individuals and care about employees’ personal development (Maurer, 2002). Through these investments, employees will have the opportunity to develop their skills and identify new skills and will naturally give the organization employees motivate boost (Tannenbaum and Beard, 2010).
The types of training programs offered to company employees will further influence employee motivation (Dieleman, Cuong and Martineau, 2013). For example, an organization can provide training that helps individuals understand how employees' roles fit into the purpose, mission, and goals of the corporate business (Aarabi, Subramaniam and Akeel, 2013). By gaining a true understanding of how employees 'jobs contribute to the business, the company's employees will have a real sense of purpose at work that will drive employees day-to-day efforts (Uzonna, 2013).
Technology plays an
increasingly important role in L & D.
Thanks to digital learning tools, it is now easier to take a
business-friendly approach to learning and development, and employees have
access to information and courses at home, at work and on the go (Bates and Poole, 2003).
Maslow's hierarchy of
interests is a valuable reference point here. The pyramid below highlights the
five main requirements - the things that motivate people (Maslow, 1987).
Learning and development falls into the category of 'self-authentication',
which is at the top of the pyramid because it relates to personal growth,
fulfillment, and reaching our potential (Oh and Kim, 2017).
Figure
1: Maslow’s Hierarchy of Needs
 |
(Maslow,
1987)
Figure 2: The comprehensive model of training effectiveness
(Huang, 2016)
List of Reference
Aarabi, M.S.,
Subramaniam, I.D. and Akeel, A.B.A.A.B., 2013. Relationship between
motivational factors and job performance of employees in Malaysian service
industry. Asian Social Science, 9(9), p.301.
Bates, T. and Poole,
G., 2003. Effective teaching with technology in higher education: Foundations
for success.
Dayal, G. and Verma,
P., 2021. Employee Satisfaction And Organization Commitment: Factors Affecting
Turnover Intentions And Organization Performance. Ilkogretim Online, 20(5).
Dieleman, M., Cuong,
P.V., Anh, L.V. and Martineau, T., 2003. Identifying factors for job motivation
of rural health workers in North Viet Nam. Human resources for health, 1(1),
pp.1-10.
Huang, W.R. and Su,
C.H., 2016. The mediating role of job satisfaction in the relationship between
job training satisfaction and turnover intentions. Industrial and Commercial
Training.
Lindner, J.R., 1998.
Understanding employee motivation. Journal of extension, 36(3), pp.1-8.
Maslow, A. and Lewis,
K.J., 1987. Maslow's hierarchy of needs. Salenger Incorporated, 14(17),
pp.987-990.
Maurer, T.J., 2002.
Employee learning and development orientation: Toward an integrative model of
involvement in continuous learning. Human resource development review, 1(1),
pp.9-44.
Obiekwe, N., 2016.
Employee motivation and performance.
Oh, S.H. and Kim, G.W.,
2017. Face Recognition for Mobile Self-authentication with Online Model Update.
In Advanced Multimedia and Ubiquitous Engineering (pp. 646-648). Springer,
Singapore.
Shahzadi, I., Javed,
A., Pirzada, S.S., Nasreen, S. and Khanam, F., 2014. Impact of employee
motivation on employee performance. European Journal of Business and
Management, 6(23), pp.159-166.
Tannenbaum, S.I.,
Beard, R.L., McNall, L.A. and Salas, E., 2010. Informal learning and
development in organizations. Learning, training, and development in
organizations, pp.303-332.
Uzonna, U.R., 2013.
Impact of motivation on employees performance: A case study of CreditWest Bank
Cyprus. Journal of Economics and International Finance, 5(5), pp.199-211.
Hi Dinith, Agreed on your post. Further, although Maslow presented his needs into a hierarchy, he also recognized that fulfilling each need is not an all-or-nothing proposition, and that people do not need to totally satisfy one need before moving on to the next in the hierarchy (Hopper, 2020). Maslow even claimed that most individuals have only partially satisfied each of their needs at any one moment, and that the needs that are lower on the hierarchy are often the ones that people have made the most progress towards (Hopper, 2020).
ReplyDeleteHi Gimhani, Thank you for your comment. Employee Motivation is enhanced by providing L&D programs to employees. Through it helps to achieve self authenticity (Oh and Kim, 2017).
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