1. EMPLOYEE MOTIVATION Mandy Crabtree

2. Basics Of Motivation  “Motivation originates from the Latin word movere, which means to move” (Herrera, 2002, p. 40).  Kamery (2004) states “the purpose of a motivating environment is to encourage every member of an organization to motivate himself to contribute his best effort to the job at all times” (p. 139).  Motivated employees who contribute their part are likely to be more engaged and satisfied in their positions.  “Employees may be motivated on the job by many things, such as a sense of achievement, recognition, enjoyment of the job, promotion opportunities, responsibility, and the chance for personal growth” (Kamery, 2004, p. 139).

3. Types Of Motivation  Internal motivators include: satisfaction, job enjoyment, challenge acceptance, feeling of accomplishment, appreciation and recognition, treatment, feedback, and decision making.  Employees who are internally motivated are typically more excited, interested, persistent and confident (Kamery, 2004, p. 50).  Internal motivators are the key to effective performance Kamery (2004).  External motivators include: salary, benefits, and bonuses.  Kamery (2004) states furthermore that external motivators keep an employee on the job. Internal MotivationExternal Motivation

4. Factors Employees Want  When employers view their employees as replaceable and interchangeable parts they are missing the fact that each employee brings something different to the table (Herrera, 2002).  When employees feel respected and appreciated they will be motivated to do more and produce better work.  When people are inspired to make the change and seek what they deserve, they are motivated.  People want to be paid what they believe they are worth (Herrera, 2002).  “If we feel the reward was less than the effort, then the reward becomes a negative motivator” (Herrera, 2002, p. 44).  If we want motivated employees we must ensure we recognize the good work they produce. CommunicationRespect  Employees want open and honest communication.  According to Herrera (2002) leaders should share with their employees the corporate long and short term goals, this informs them where you are leading them and why, in turn motivating them to assist the company achieve these goals. Recognition

5. Motivation Theories  Need theories determine internal factors that energize behavior (Ramlall, 2004).  Some ways managers can satisfy employee needs are as follows: offer competitive benefits, give praise, provide good working conditions, allow and encourage participation, create team spirit, provide challenges, encourage creativity, and delegate responsibilities (Ramlall, 2004).  “Equity theory recognizes that individuals are concerned not only with the absolute amount of rewards they receive for their efforts, but also with the relationship of this amount to what others receive” (Ramlall, 2004, p. 56).  Employees want equality and fairness. Need TheoryEquity Theory

6. Motivation Theories (cntd)  “Essentially, the expectancy theory argues that the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual” (Robbins, 1993).  A motivated employee will typically outperform others which will in turn likely produce a better outcome in terms of salary and other benefits.  Job design theory is based on the idea that the task at hand is the key to employee motivation (Ramlall, 2004).  According to Ramlall (2004) when an employee is challenged they are typically more motivated to do well. Expectancy TheoryJob Design Model

7. Conclusion  Managers must get to know their employees and understand what it is that their employees want from the job.  Since there are various ways and techniques in which to motivate, it helps when you know what your employee expects of you and the company.  When it comes down to it employees want communication, respect and recognition.  Employees naturally want to do well and be successful in their jobs; all they need is an encouraging environment from their employer to do so.

8. References  Herrera, F. (2002). Demystifying employee motivation. Employment Relations Today, 28(4), 37-52. Retrieved from http://search.proquest.com/docview/237054533?accountid=28644  Kamery, R. H. (2004). EMPLOYEE MOTIVATION AS IT RELATES TO EFFECTIVENESS, EFFICIENCY, PRODUCTIVITY, AND PERFORMANCE. Allied Academies International Conference.Academy of Legal, Ethical and Regulatory Issues.Proceedings, 8(2), 139-144. Retrieved from http://search.proquest.com/docview/192409654?accountid=28644  Ramlall, S. (2004). A review of employee motivation theories and their implications for employee retention within organizations. Journal of American Academy of Business, Cambridge, 5(1), 52-63. Retrieved from http://search.proquest.com/docview/222877129?accountid=28644  Robbins, S. (1993). Organizational Behavior (6 ed.). Englewood Cliffs: Prentice-Hall.