The Importance Of Employee Motivation At The Workplace


Motivation can be defined as inducing, stimulating and inspiring the employees to perform at their best level (Massenberg, Spurk and Kauffeld 2015). It enhances the willingness of the employees towards working their best for achieving the organizational goals. Motivation comes automatically from inside the employees as their willingness to perform at higher level Perryer et al. (2016). This study will discuss the importance of motivation at the workplace. The study is concerned with the way in which motivation encourage the employees to put their maximum effort to achieve organizational goals and objectives. Furthermore, the intension of the study is to highlight the benefits of organizations that they receive from motivating the employees. Furthermore, the study will also link my work experience with the importance of motivation.

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Motivation in the workplace is the most critical aspect that leads to increased performance level of the employees. It is actually consisted of external and internal factors, which stimulate energy and desire in employees to be continually interested and committed in the job roles. According to Gerhart and Fang (2015), high level of motivation encourages the employees to exert their persistent effort towards attaining a particular job goal. Motivation is extremely important in motivating the team members to give their best for achieving team goals. On the other hand, Chen, Hsieh and Chen (2014) opined that motivation enhances the cooperation among the team members of the organization leading to high level of organizational success. I used to work in a group, while I was preparing a presentation CV, recruiting people for waiter job, cashier and chefs. The success of our group is completely based on the group dynamics. According to Jayaweera (2015), group dynamics is associated with the collaborative and cooperative interaction of the group members with each other within a group. However, motivation was the most integral part of the out group dynamics.

Employee motivation leads to increased employee commitment and employee productivity at the workplace. According to Massenberg, Spurk and Kauffeld (2015), highly motivated employees can better align their own goals and achievements with the organizational goals and achievements. Hence, they can exert their best effort for achieving the organizational goals and achievement for fulfilling their individual goals. The profit share reward acts as an extrinsic motivational factor, which the employees get after the targets of the organization are met. In such situation, the employees work harder at their peak for achieving the organizational success with an intension of being rewarded with profit share. On the other hand, Ganta (2014) opined that motivation facilitates the group of employees to achieve their personal goals, which can facilitate self-development of the individuals. As per Maslow’s motivation theory, once the employees meet some of their initial goals, they become motivated to achieve their further goals. Moreover, after meeting the initial goals, the employees realize the clear link between efforts and results that further motivate them towards continuing at higher level (Chen, Hsieh and Chen 2014). While aligning motivation with my work experience, the expectation of good degree in examination motivated out group towards working hard for preparing the presentation. Moreover, the success of presentation can even motivate me towards preparing even more complex tasks.

Motivation in the Workplace and its Impact on Employee Productivity

Motivation creates to supportive work environment in the workplace, which enhances efficiency of organizational outcome. Singh (2016) pointed out that employees are more willing to offer a supportive hand to the superiors, when their needs are satisfied and they get recognized and respect from their organization. In case of group work, high level of motivation fosters more cooperation and coordination among the team members. Motivation also builds relationship between the team members and the supervisors that smoothens the process of group work. Furthermore, proper and adequate motivate results in increasing team spirit. The team members are likely to work in collaboration with each other, when their individual demands are met at their workplaces. On the other hand, Perryer et al. (2016) opined that motivation in workplace makes the group members flexible and adaptable with the required organizational changes. The employees are less resistant to the organizational changes for higher level of organizational development, when their organizations provide favorable incentives to them. While considering my work experience, high level of motivation kept out group members together and foster high level of team spirit towards completing the presentation successfully. All our group members were greatly focused on our overall team goal of completing the presentation with good quality.

Stability of workforce is extremely important form the point of view goodwill and reputation of organization. According to Archie, Kogan and Laursen (2015), the employees remain loyal to their organizations only when they have a feel of participation in organizational decision making. Hence, motivated employees are more likely to stay at their organization for longer period of time, which leads to good public image in the market. In this way, the organizations can also hire competent and top talents from the job market. Furthermore, motivating workplace can retain the most talented and experienced employees for longer period of time. On the other hand, Njoroge and Yazdanifard (2014) mentioned that employee motivation builds a caring relationship between the employees and employers. The employees become more inspired to perform better, when they get incentives for working harder. Moreover, monetary as well as non-monetary promotion, promotions and bonuses give a feel of fair treatment to the employees (Perryer et al. 2016). Moreover, the employees feel that their contribution and hard work are actually valued by their employers. In this way, they feel valued through their contribution in organizational success. Hence, motivation actually fosters the belongingness of the employees with their workplace that in turn enhance their commitment towards their organization.

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Motivated employees are always goal directed towards achieving exact organizational goals. Kanfer, Frese and Johnson (2017) mentioned that highly motivated employees strategically work towards meeting organizational goals and objectives. Such purposeful manner helps the employees to meet the organizational goals and objectives in smooth way. Furthermore, high level of employee motivation always leads to reduced employee clashes between the employees and employers. Moreover, the employees are less likely to make clashes with the employers leading to decreased workplace disputes in organization. Hence, the employees can cooperatively and coordinately to meet common organizational goals. On the other hand, Archie, Kogan and Laursen (2015) opined that the employee motivation significantly contributes in the profit maximization of the organizations. The satisfied and motivated employees are less likely to leave their organizations, which ultimately reduced the organizational recruitment cost. While considering my work experience, motivation led our work group to work strategy on completing the presentation within exact time bound


While concluding the study, it can be said that motivation in the workplace actually enhances the organizational productivity. Highly motivated employees are highly encouraged towards putting their best effort in achieving organizational goals and objectives. Motivation also fosters cooperation and coordination among the team members of organization. Moreover, increasing team spirit from employee motivation ultimately increases the level of team productivity. On the other hand, organizations can retain most talented and experienced employees for longer period by motivating them through proper incentive plans. In this way, the organizations can also attract the top and competent talents from the job market.

Reference List

Archie, T., Kogan, M. and Laursen, S.L., 2015. Do Labmates Matter? The Relative Importance of Workplace Climate and Work-Life Satisfaction in Women Scientists’ Job Satisfaction. International Journal of Gender, Science and Technology, 7(3), pp.343-368.

Chen, C.A., Hsieh, C.W. and Chen, D.Y., 2014. Fostering public service motivation through workplace trust: Evidence from public managers in Taiwan. Public Administration, 92(4), pp.954-973.

Ganta, V.C., 2014. Motivation in the workplace to improve the employee performance. International Journal of Engineering Technology, Management and Applied Sciences, 2(6), pp.221-230.

Gerhart, B. and Fang, M., 2015. Pay, intrinsic motivation, extrinsic motivation, performance, and creativity in the workplace: Revisiting long-held beliefs. Annu. Rev. Organ. Psychol. Organ. Behav., 2(1), pp.489-521.

Jayaweera, T., 2015. Impact of work environmental factors on job performance, mediating role of work motivation: A study of hotel sector in England. International journal of business and management, 10(3), p.271.

Kanfer, R., Frese, M. and Johnson, R.E., 2017. Motivation related to work: A century of progress. Journal of Applied Psychology, 102(3), p.338.

Massenberg, A.C., Spurk, D. and Kauffeld, S., 2015. Social support at the workplace, motivation to transfer and training transfer: a multilevel indirect effects model. International Journal of Training and Development, 19(3), pp.161-178.

Njoroge, C.N. and Yazdanifard, R., 2014. The impact of social and emotional intelligence on employee motivation in a multigenerational workplace. International Journal of Information, Business and Management, 6(4), p.163.

Perryer, C., Celestine, N.A., Scott-Ladd, B. and Leighton, C., 2016. Enhancing workplace motivation through gamification: Transferrable lessons from pedagogy. The International Journal of Management Education, 14(3), pp.327-335.

Singh, R., 2016. The impact of intrinsic and extrinsic motivators on employee engagement in information organizations. Journal of Education for Library and Information Science, 57(2), pp.197-206.