Employee Motivation And Organisational Performance Commerce Essay

Employee Motivation And Organisational Perfor musical compositionce Commerce EssayAs the cordial reception industry keeps on growing, the competition has turned into a scrap now. During this tough time it is very virtual(a) to hold on to our gravely-core guest even though thither is a ceaseless swap in the government activity. To overcome this ch exclusivelyenge of holding our loyal customers and to keep on attracting new guests, it is very weighty that the employees ar noblely do. This interrogation critic exclusivelyy gos the factors poignant the motif of the employees in an organization, it evaluates the assembles on the performance of the organization due to incite employees. It suggests a kin in the midst of the employee need and the disposalal performance.The query was carried kayoed by taking interviews of the employees as well as the executive member of the hotel in coiffe to get hold of posture of both the sides. The definitive factors lease been acknowledged and critical compendium has been through.The findings of the query exhibits that the arrangement is constantly doing well but there is always a scope of value. It withal bewilders the recommendation to improve the organizational performance by motive the employees.1 .INTRODUCTIONWhen we mobilize of the bound hospitality, different things come in our mind. The first thing what we fire think of is hotels. M any tidy sum a kindred think or so the far-famed pineapple which held an grave quit in history when it came to the term hospitality. Hospitality word comes from Latin language i.e.hospitalitem, hospes, and hostis (friendliness to guests) entail to welcome with readyth and c ar. Hospital alike comes from the same source with the conceit of caring about human beings who argon ill and who want c ar, birth and love. When we speak about hospitality we talk about guests and not customers, as the word guest brings out the full dimension of hospital ity and in real price. The word customer appears less welcoming and it focuses on m maventary transaction. In hospitality industry we need to greet our guests with a warm and genuine welcome. In order to achieve this we need to create a surrounding which is tot tout ensembley different from exterior world. We argon talk of the town about warm and hospitable surrounding with a prompt, pragmatic and profession on the wholey delivered assistant which requires employees who atomic number 18 leaveing to deliver it. straightway the word service comes Latin word servitium meaning act of serving, demonstrates a creative and incorporating function with legion(predicate) shades and intricacies. The meaning of hospitality and service atomic number 18 al virtually intertwined, it commode besides be say that if hospitality is strategy than service is tactics. (Sturman et al., 2011). at present in this ever growing hospitality industry, consumer expectation and demands for quality in change magnitude and consumer tastes is varying on the former(a) hand. To deliver service in this cut throat competition internationally and nationally is very vexed and it requires highly motivated supply. Customer subjection is some other big ready off in todays hospitality industry, in order to overcome this issue there has to efficient, motivated staff.Employee pauperism is by far the about serious issues in any of the organisation. It is very important to understand and use the pauperization advancement for managing the people in hospitality industry. Furthermore, customer expiation is highly change by customers perception of employees effort. (Mohr and Bitner, 1995 cites in Kusluvan, 2003.p.339) and effort is what motivation is about. thither has been horrific amount of research through for different employee motivational theories which are conducted outside hospitality industry. Many trial-and-error studies which are done in historical on motivational theor ies have somewhat failed to furnish the direct linkage between employee motivation and organisational performance. It has been always said that employees are the biggest asset for any organisation and there has been efforts to motivate them without knowing the exact factor that is stool the employee dissatisfaction. To improve any organisations performance three things are very prerequisite which are productivity, labour efficiency and staff disorder. This is quite evident that if the employee is con ext and motivated accordingly the productivity is going to increase by itself. If the employees are happy therefore loyalty towards the firm increases and it ensues less staff turnover and higher labour efficiency. This research go forrad review the empirical studies done by other researchers on employee motivation and exit integrate all the theories and hypothesis in one discussion. The indite will also read a direct linkage that how employee motivation affects organisati ons performance, how employee motivation supporters in increasing loyalty towards the organisation.1.1 AIM OF THE RESEARCHThe aim of the research is to speculate the relationship between the motivation of the employees and organizational performance.1.2 OBJECTIVESTo critically analyse the employee motivational factors alter the return of an organization.To try the relationship between the motivation and organizational performance.To critically evaluate the inter ad hominem relationship and effects of communication on the train of motivation of employees in West India quay Marriott.To suggest recommendations based on the research and analysis in order to increase the motivation of employees and hence the productivity of an organisation.2 .LITERATURE REVIEWIn order to become good in anything, the still talent you need is motivationCharles de Gaulle.Literature review gives a proper frame march to evaluate and critically analyse the different motivational theories and conceptual models which are incumbent for the operational functioning of an organization. It relates to various flex models of motivational sup requireion utilize by the organization to keep their employees motivated and increase the productivity of the organization.It is very necessary to understand that the motivational aim of the employees functional in a particular organization should be on optimum level because of this ever changing dynamics and structure of the hospitality domain. A detailed critical evaluation of the various motivational opening and many empirical research done recently is been carried out by the author, so that a proper collar of steps which are necessary to launch a proper motivational program for the employees is fulfilled.2.1 MOTIVATION patternIts very difficult to give an exact definition of motivation because it varies from unmarried to individual and culture to culture. The word motivation derives from the Latin verb movere and means to move (Pintr ich Shunk, 2002, p.5. cited in Lins (2005). accord to Pintrich schunk, the motivation refers to the service whereby address-directed activity is instigated and sustained (2002.p.5).The term motivation is like a force play which moves arouse and direct people. represent motivation therefore refers to a ad hominem desire to attain hard and work well to the arousal, direction, and persistence of effort in work settings (Rainey, 2009, p.248.cites in Vellnagel, 2012).Motivation can be referred to as the willingness to exert maximum level of efforts toward organizational goals, conditioned by the efforts ability to satisfy some individual need (Robbins, 1993, cites in Jang, 2008, p.17).Motivation is defined as the direction and persistence of actions (Mullins, 1992 cites in Jang, 2008, p.17).Mullins also press outs that the motivation is the driving force which drives an individual towards authoritative goals and expectation. Now the term motivation is explained by various people in the yesteryear like Abraham Ma thuddings in his motivation hierarchy, Hertzbergs concept of intrinsic and extrinsic motivating factors. Maslow (1943) explains in his possible action that every human being has quintuple postulate which are in hierarchy. Hertzberg (1966) critically analyses in his motivation hygiene possible action that there are devil factors affecting the individuals satisfaction or dissatisfaction with work. Employee motivation research is done by many people to name fewer of them are Charles and Marshall (1992) and Simon and Enz (1995) but kovachs instrument is the well-nigh comprehensively apply for all the employee motivation studies. According to Kovach there are ten factors affecting motivation of the employees when he conducted a study consisting of ten industrial workers in United States, which are as followsGood wages.Tactful obedience.Job security. sagaciousness and praise for work done.Feeling of being withdrawd.Sympathetic help with person al problems and opportunities for growth and advancement.Good working conditions.Personal loyalty to employee.Interesting work.(Kovach.1980, 1987)Kovach in his long study between 1946 and 1986, make a very slow changes of industrial workers wants and ask. For example, higher ranked appreciation and praise was replaced by raise work. Also it was seen that good wages was always ranked 5th among the ten factors which shows that good wages may not be the most important factor what the employees are seeking when it comes to joke. The following changes were based upon the general improvement of Americans standards of living and quality of life.Thereafter Charles and Marshall(1992) simulated Kovachs study among 255 employees of seven Caribbean hotels and the study showed very different dissolvers compare to what Kovachs publication was. The result showed that the two most important factors of hypothecate motivation were good wages and good working conditions. These findings were sup ported by Simon and Enz (1995), who conducted a survey among 278 hotel employees in different hotels regain in United States and Canada. Simon and Enz study showed that good wages, byplay security and growth were the three most highly ranked factors for lineage motivation among hospitality employees. These studies can be related to Maslows hierarchical system of motivation where it is critically analysed that the human demeanor is affected by louvre ineluctably placement in which the most primitive or the basic one is at the bottom of the pyramid and accordingly promotes itself to the most mature one .The five needs of the human being in the Maslows pyramid are as followsBeing needsDeficit needs(Created by author able from Maslow 1954)2.2 EMPLOYEE SATISFACTIONThe definition of employee satisfaction can be either an general scenting about the blood line, or as a linked set of approaches about various grimaces of the job (Spector, 1997). Locke (1976) defined employee sati sfaction as a satisfying or optimistic emotional subject resulting from the appraisal of ones job or job experience. Levy -Garboua and Mont Marquette (2004) defined employee satisfaction as a guide of preference for the experienced job against outside opportunities qualified on information available at time. A comparison is made in the given definition between the real job experience in the past and the mental experience of outside opportunities available. It also contains the comparison between future expectations of own job and outside opportunities in the future(Levy-Garboua et al.,2007).Employee satisfaction is an important variable which gives a general preview of the employees attitude towards their job and workplace. and so employee satisfaction is the expectations of an employee about workplace and attitude towards his job. As a result, job satisfaction is a function of the extent to which ones needs are at rest in a job (Togia et al., 2004).Considering the different defi nition of employee satisfaction author argues that expectation can vary from employee to employee from monetary gains to career advancement. Depending upon the needs of the employees, organisations load down out the motivational prep program. In this modern time various hospitality industry are concentrating more on HRM i.e. Human resource Management. Different HRM policies consist of various techniques. In one of the same research carried out in UK comprising of four organisations showed the link between employees perception of these high commitment performance counsel practices by HRM and their commitment towards an organisation. The research carried out in UK consisted of 524 questionnaire responses collected from four organisations. The findings in the research clearly posit that there is a sound relationship between employee perception on HRM practices and their commitment towards the organisation. The performance of the employee is elevated when there is a trust on HRM p olicies and employee pursue it as fair (Farndale et al., 2011p.16).HCPM (high commitment performance management) practices achieve their goal of higher commitment provided the practices followed are perceived to be fair by the employees which in turn benefits the overall performance of the organisations (Dirk And Ferrin, 2001 cites in Farndale et al., 2011 p.16). HCWPs should therefore allow performance management elements which allow employee engagement (Gardner et al., 2001 cites in Farndale et al., 2011 p.16) and prospects for development, but it also needs to be made on procedures and interactions that are considered fair by employees. Now, the author would like to add that since employees make most important aspect of any organisation, so clearly all the HRM practices instal forward should be benefiting the employees rather than just profitability of the organisation. Having said that, HRM practices should also be pragmatic enough to avoid overdoing of any procedures or prac tices. The core Motivational liking related with HRM performance research is simple and intuitive. If the people enjoy the work they are given and they do the work with full of their abilities and work harder, they will be motivated to perform at a higher level when given the opportunity to do challenging and enjoyable work. Employees want gainsay and personal growth (Walton, 1972.p.71 cites in White and Bryson, 2011.p.4). McDuffie (1995, p.201 cites in White and Bryson, 2011.p.4) argues that employees will only offer discretionary effort if they believe, among other things, that the company will make reciprocal investment in their well-being. Furthermore, some other author Appelbaum et al.(2000.p.46 cites in White and Bryson,2011.p.2) posits Jobs that are challenging and make use of workers skills are as such riposteing. As HRM is designed to provide jobs that are more satisfying and involving for employees it is vivid to assume linear increments in motivation as with Appelbau m et al. (2000.p.46).But authors like Becker and Huselid (2006) and McDuffie (1995) swan forward views which are contradictory and they said at after certain level of threshold point the motivation of employees follows a non-linear effects. A setback view adopted by Marxian labour process theorists is that HRM implies labour escalation and that can have negative incremental effects (eg.Ramsay et al.2000 cites in White and Bryson, 2011.p.3).Finally there is the non-linear model of Godard (2001) where HRM initially has positive effects but at later stages turns negative at high levels of implementation due to work strain. hither author argues that although HRM practices are very much necessary for any organisation and in order to reap profitable results it should strongly signal employees. HRM practices should not be confined to only on special opportunities for employee participation and personal development but also whether the HRM practices helps in total transformative develop ment that conjures employee identification.2.3 FACTORS change EMPLOYEE MOTIVATIONAs we saw in research done by Kovach, Charles and Marshall, Simon and Enz that there are many factors which affect employee motivation and satisfaction. These factors keep on changing depending upon the needs of the employees at different time. As Maslow in his famous guess said that the human needs are divided into five basic needs. Then Herzberg came up with dual factor guess stating that man has two sets of needs one of an animal to avoid pain in the neck and another of a human to grow psychologically. During all these after much empirical research it has been found that there are many factors which affect employee motivation. In order to measure job satisfaction and motivation of an employee, its very important to measure different facets of the job which is generating employee motivation. Now, Facets of job satisfaction can involve any aspect of the job such as pay, colleagues, supervisors, org anisational factors and work conditions (Coomber and Barriball, 2007 cites in Akman et al., 2011 p.677). Pearson (1991 cites in Akman et al., suggests that the employees wait for their job to provide a combination of features (e.g. pay, progression and autonomy) for which the employee has certain favourable values. Furthermore, while discussing the factors Luthans (1992 cites in Akman, 2011.p.677) posits five factors which affects the employee motivation. These factors are pay, job characteristics, working conditions, management politics and working colleagues. While pay was considered as external factor by Luthans (1992) other factors like job characteristics have been defined as internal factors (Rose, 2003 cites in Akman, 2011.p.677). Mcafee et al., (1995 cites in Akman 2011.p.677) investigated effects of discretion, result feedback and process feedback on employee job motivation. It was found that only discretion and result outcome doesnt affect employee job motivation but it i s very necessary to give them process outcome also. Drummond and Stoddard (1991 cites in Akman 2011.p.678) add to the discussion that employee satisfaction contains an evaluation of various features of the job. These characteristics are working conditions, pay, andrelationships with colleagues and supervisor, organisational policies and nature of the work itself. When talking about characteristics of job like working hours, It has been proven in the research that employees who get flexible working hours are more happier and content and they give back more to the organisation. Berg et al., and Dockery (2004,2005 respectively cites in Atkinson and Hall,2011.p.101) posits that flexible working hours helps to promote active states such as being pleased and blithe because they feel that they are treated well. It also helps to generate passive state which reflects in feelings like contentment and calm, since there is reduction of work-life stress and this all was possible because of flex ible hours provided to the employees. Furthermore author adds to the discussion that if the employees are happy, it shows in the overall productivity of an organisation. Basically it is a two way effect if the employee feels that they are taken care of by the organisation, employees tend to reciprocate this movement by generating revenue or profit. Management has to create trust among the employees which is another factor that is important for employee motivation. Various people investigated about employee motivation and job satisfaction and among one of them were Kazemzadeh and Bashiri (2005 cited in Akman et al., 2011.p.678) who identified ten main groups which are as followsManagement and personnel relationship.Relation between employees.Employees job satisfaction.Education. salary and salary.Other welfare facilities.Employees commitment.Job promotion. operation.Organisations systems and processes.Another author named Bodur (2002 cites in Akman et al., 2011.p.678) suggested that work content, age, gender, educational level, working conditions, location (rural or urban), co-workers, salary and working hours are some of the factors related to job motivation and satisfaction.Kuo et al.,(2010) cites in Akman et al., (2011,p.678) that both job characteristics and employee empowerment are important factor in order to hold on high employee commitment and loyalty towards the organisation. Taking the research even progress Jun et al., (2006) investigated direct and indirect relationships among top management commitment, HR-focused TQM practices, and employee satisfaction and employee loyalty. They found a strong relationship between TQM practices and job satisfaction loyalty. Author would like to add further that factors affecting employee motivation can differ from employee to employee depending upon their needs and desires. For e.g. one employee is intenting for monetary gains because money will be motivating factor for him and if another employee who is look ing for career advancement then promotion and rewards, recognition will be motivating factor for him.2.4 relationship amongst EMPLOYEE MOTIVATION AND LOYALTY TOWARDS ORGANISATIONLoyalty is an emotional state it signifies the relationship of an employee with the organisation for which they work and that has implications for their decision to remain with the organisation (Allen and Grisaffe, 2001 cites in Akman et al., 2011.p.682).According to another definition loyalty means as attachment to the organisation specially when one is having strong believes in organisational goals and values and has a strong desire to maintain membership of the organisation. Furthermore Becker et al., (1995) defined loyalty in Akman et al., (2011.p.682) as a strong desire to be a part of the organisation and coif high levels of effort for the sake of an organisation and definite belief in the goals and values of the organisation. Thus, loyalty is strong belief in goals and values and a desire to be a pa rt of the organisation.subgenus Chen (2006) cites in Akman et al., 2011.p.682) that while job motivation represents an effective response to specific features of the job with proper attitude, employee loyalty is in effective response to the satisfying organisation. Furthermore, empirical evidence suggests that employee motivation and satisfaction are precursor to organisational loyalty of employees. This suggests that organisational loyalty of employees develop from job satisfaction and motivation and which nullifies the effects of staff turnover.Also, author will like to add to the discussion that loyal employees help in organisations growth as they believe in goals and values of the organisation. This also reduces the staff turnover issue booster cable to high profitability by saving money on recruitment and training of staff.2.5 LINKAGE BETWEEN EMPLOYEE MOTIVATION AND ORGANISATIONAL PERFORMANCEFor any organisation its employees are the major assets to look for. Employees are th e people who help the organisation grow in terms of profitability and revenue. In order to keep the employees motivated HR has a major part to play. One of the first empirical studies carried out to show the linkage between Employee motivation by HR and organisational performance was done by Arthur (1994). Arthur in his study posits that the explicit sets of HR policies, practices and systems that were designed to promote the employee commitment (e.g. empowerment, due process, high wages and benefits, etc.) was linked to three proficiency measures of firm performance (i.e. productivity, labour efficiency and staff turnover).A similar study was carried out by Huselid (1995) a year later which showed a similar sets of 13 of HR practices cognise as high performance work system, was related to both efficiency (i.e. employee turnover) and financial measures (i.e. sales, profit, and market value) of firm performance. There were many studies which were carried out after that which highli ghted the important relationship between employee motivation by HR and firms performance. Furthermore author adds to the discussion that although initially efforts broadened the understanding of about this important relationship, a number of scholars challenged the authenticity of the research. One of the most commonly voiced concerns was that most of the research till date used cross sectional research design (Gerhart et al., 2000 cites in Tracey, 2012. p.910). But research has proved that the relationship between employee motivation and firms performance cant be denied. As one the studies carried out by White and Bryson (2011) posits that if the employees believe in the HR policies and practices they feel motivated and it reflects in their work which leads to higher productivity.2.6 unlike MOTIVATIONAL THEORIES USED IN HOSPITALITY SECTORThere are several motivational theories which are used in hospitality sector to improve the employee motivation. Author has briefly evaluated few of them in the below head diagram.(Created by author adapted from Vellnagel 2012)Furthermore, the difference between the content theory and the process theory is that content theories focuses on factors which leads the individual feel motivated within inside whereas process theories concentrates on the dynamics of motivation and how it takes place. contented theory consists ofMaslows needs of hierarchy theory.Hertzbergs two factor theory.Achievement motivation theory.ERG theory.Process theory consists ofVrooms Expectancy theory.Goal setting theory.Adams Equity theory.Porters Performance Satisfaction Model.As the concept of motivation is very broad and since it would go beyond his scope of work author has liked to discuss and analyse only selected theories of motivation in the research.2.6.1 CONTENT THEORIESThe content theories supposed that all the individuals have same sets of needs (Fincham, Rhodes 2005 cited in Vellnagel 2012).They gave importance to the creators for motivated behaviour (Tosi, Mero, Rizzo 2000, p.129) of individuals. The most famous of all the content theories are Maslows hierarchy of needs(1943),Hertzberg two factor theory(1959),the job characteristics approach(Hackman,Oldham1980) and McClellands achievement power theory(1961).1. Maslows Hierarchy of needs theoryThe most simple and well known motivational theory was put forth by Humanistically oriented psychologist Abraham Maslow (Arnold et al, 2005.cited in Vellnagel 2012).In 1943 Maslow put proposed a theory of humans function namely according to the sequential hierarchical order of the development of five basic needs (Latham, 2007. cited in Vellnagel 2012).According to Maslow if any of these needs are fulfilled then the individual goes on to fulfil the other needs. If the all the needs are satisfied then the level of motivation goes down.2. Hertzbergs two factor theoryIn 1959, Hertzberg proposed a theory on his findings that the man has two set of needs, one of an animal to avoid pain and the other of a human to grow psychologically. These findings led him to put forth a dual theory of motivation which is being used for management training and work motivation program worldwide. This theory critically analyses the factors which makes the employee feel happy at work and leads to job motivation and these factors were called motivators for obvious reason. These motivators are intrinsic factors which are directly affecting the inner feelings and self-esteem of the employees (e.g. life history advancement, achievement, work itself, responsibility, job growth).On the other hand factors which lead to job dissatisfaction are extrinsic factors and are related to external working conditions, relationship with colleagues and supervisors, wages, personal life and these are called hygiene factors.(House, R.Wigdor, L.2006)2.6.2 PROCESS THEORIESThe process theory aims at the identification of relationships among dynamic variables which make up motivation (Mullins, 2001.p.237). They look at mental processes which cause the motivation in an individual. The process theory is all about how behaviour is being created. There are various authorized process theory like Adams Equity theory (1963), Expectancy theory by Vroom (1964), Lathams and Lockes goal setting theory (1984).1. Adams equity theoryAn American behavioural psychologist named John Stacey Adams, proposed the Equity Theory in 1963 which is by chance the most readily understandable psychological process(Riley,2000.p.26 cited in Vellnagel,2012).Equity theory aims at an individual feelings of how fairly he has been treated in comparison to others. According to this theory people develop a belief of what is fair reward for ones job contribution that is an exchange. Most exchanges involve a number of inputs and outcomes. people compare the exchanges with their employer to exchanges with other insiders and outsiders. If an employee then believes that he is unfairly treated then he will seek justice.2. Vr oom expectancy theoryA sophisticated theory of motivation was put forth by headmaster Vroom in 1964 and it focuses on the concept of expectancy (Van der Wagen, Davies.1998, p.31 cited in Vellnagel.2012).Instead of aiming on the factors of work which maintain and energize behaviour (Latham, 2007.p.44 cited in Vellnagel, 2012).The theory was stir on thoughts that a individuals activity leads to a certain behaviour and then this behaviour leads to a certain result.Vrooms theory consist of three variables which are expectancy(E),instrumentality(I) and valence(V) due to which it is also called as the valence-instrumentality-expectancy theory. Both expectancy and instrumentality are possibilities or probabilities. It is about what the individuals estimates to be the likelihood of good performance leading to valued rewards, and of effort leading to good performance. The product of the three variables equals the force (F) of an individuals motivation to perform.Therefore F=E*I*VFINDINGSIn order to find the research study satisfactory an overall functional approach of all the four motivational theories should be considered.Maslows theory was one of the basic motivational theories but it was also one of the most criticised theories. The reason was because it was vague and didnt predict behaviour also it was based upon the socio-philosophical approach reflecting only middle class of white Americans from mid twentieth century (Buchanan,H,2010.p.269).It should also be noted that even though Maslows theory was criticised but this theory has huge influence on todays management practice. The two factors theory put forth by Hertzberg was another motivational theory which was not spared from criticism. Its believed that there might be a gap between what people think motivates them and what actually motivates them. People could relate their success to their personal efforts and blame people or the organization for the failure. However, the two factors theory describes the emp loyees needs and also the bone up in motivational level after the redesigned job (Fincham, R.2005.p.200). The two process theory are good but not good enough. The vanquish Adams equity theory is best when comparing salaries. As it is well known fact that money can be measured but education. Knowledge, training and effort are not measurable. Same can be said about the Vrooms theory of expectancy, after a critical analysis its been found that Vroom theory is a nice mathematical approach but when it comes to identifying and quantifying the expectancy of a certain motivation to a task, it is becomes very heterogeneous and also the practical approach is very low (Fincham,R.2005.p.209 et seq.)3. METHODOLOGY3.1 mental hospitalThis part of the research concentrates on the methods that need to be adopted in order to conduct the research. Research can be defined as the systematic approach of seeking solutions towards a problem. Research comprises of investigation, recording and analysis o f evidence for the sole purpose of gaining knowledge. Every research has this issue of choosing the most appropriate method so that the objectives