Conclusion
Conclusion
According to Berman et el. (2015), employees are the real assets of the organisation. Building a committed and motivated workforce is considered to be the main objective and key to success in today's competitive environment. The goal is achieved to serve as a competitive edge of the organization and has a potential to enhance the profitability of the organization and employee involvement in the job also has productive implications (Linz, Good, & Huddleston, 2006).
Employee
motivation
Motivated employees work well
for the organization and make a vital task for managers. Employee motivation is
a circular, self-rewarding correlation between the performance, satisfaction
and motivation of the employee, the employee performs a high performance, hence
the inner satisfaction, and the employee is motivated to perform well in the
future (Armstrong, 2006).
Motivation
in Customer care organisation and Herzberg Two-Factor Theory
Most people believe the customer
care work is a dead end job, the researchers have shown the customer care
agents are capable of finding meaning, dedication and involvement in the work (Mattone
et al., 2008).
Borkowski (2011), explains Herzberg's
Two-Factor Theory has been widely used in a variety of motivational research across
industries and generations and the extra point of Herzberg's Two-Factor Theory
provides an integration of the inherent and extrinsic motivational factors of
individuals are covered ideally with other motivational theories. Further, Ekerman
(2006), suggests relationships with peers. personal life, supervision is categorise
under Herzberg 's hygiene factors consistent with Maslow's belongingness and as
a result, compared to other motivational theories, Two-Factor theory provides a
more comprehensive set of factors that cover basic individual internal and
external needs in order to make additional efforts in the workplace.
Maslow's
hierarchy of needs theory
Armstrong, (2009), admits that
Maslow's hierarchy of needs theory has an Intuitive appeal and very useful and
influential in the field of motivation. Mullins (2002), explains Malsow’s
theory as one of the first theories that attracted a lot of attention, either
in support of or against it. Maslow goes on to explain that different people
have different needs and too rigid and too simple to fully respond to the
dynamic nature of human beings (Mullins, 2002).
Employee
engagement
Keenoy (2013) referred
employee engagement as 'motherhood and apple pie' and suggested that the term
commitment could be replaced by employment involvement, empowerment,
high-performance management or 'any other possible solution' to the problem of
making employees more productive. However, Purcell (2013) argued employee
engagement is worth pursuing, not as an end, but as a means of improving
working lives and company performance.
Training
and development
Training and Development has
been suggested by Abbas and Yaqoob (2009), as an important aspect of human
resource management and is important for organization to get skilled and
capable employees for better performance, employees will be competent when they
have the knowledge and skill of doing the task. Chris (2011), argues training
and Development provide opportunities to the employees to make a better career
life and get better position in organization. Through various HR activities and
training programs they retain talents in the organization, ensure career path
for performers to perform more efficiently and effectively to contribute more and
more Khan et al., (2011).
According to Berman (2006)
Competitive salaries, benefits that meet the needs of employees for economic
and non-work needs, opportunities for training and development and a friendly
working relationship provide a significant incentive for employees. Alexandria
(2002), argues retention is a key issue in today's competitive business world,
and organizations should offer more than just wages and salaries in order to
remain key
Employee
welfare
In order to motivate employees
and organizations, welfare programs should be provided and maintain employees,
improve employee performance, health, social status, economic status (Manju and
Mishra, 2007). The rationale behind
welfare programs is to prepare efficient, loyal, healthy and satisfied workers
for organizations. Services such as medical facilities, training for family
employees and helping to improve their standard of living and making employees
focus on their work Alexandria, (2002).
References:
Abbas, Q. and Yaqoob, S. (2009). Effect of leadership
development on employee performance in Pakistan. Pakistan Economic and Social
Review, 47(2): 269-92.
Armstrong, M. (2006). Motivation. A Handbook of Human Resource Management Practice (pp. 253-254). London: Kogan Page Limited.
Armstrong M. (1999) A Handbook of Human Resource Management Practice: Kogan Page, London.
Berman, E. M., Bowman, J. S., West, J. P., & Wart, M. R. V. (2010). Motivation: Possible, Probable or Impossible?. Human Resource Management in Public Service: Paradoxes, Processes and Problems (pp. 180). California: SAGE Publications, Inc.
Chris, O. (2011). Employee training and development in
nigerian organizations: Some observations and agenda for research. Australian
Journal of Business and Management Research, 1(9): 82-91. Cole, G. A. (2002). Personnel and human
resource management. 5th Edn., Continuum London: York Publishers.
Ekerman, G. (2006). Job Enrichment and Staff Motivation. Human Resource Management (pp. 183-191). Cape Town: Maskew Miller Longman (Pvt) Ltd.
J.S. Mattone et al., Breakthrough Call Center Leadership, 2008.
Khan, R. A. G., Khan, F. A. and Khan, M. A. (2011). Impact of training and development on organizational performance. Global Journal of Management and Business Research, 11(7): 6368
Manju, B. & Mishra, S. (2007), The Principles for Successful Implementation of Labour Welfare Activities. From Police Theory to Functional Theory.
Purcell, J (2013) Employee voice and engagement, in (eds) C Truss, R Deldridge, K Alfes, A Shantz and E Soane, Employee Engagement in Theory and Practice, London, Routledge, pp 236–49.
Society of Human Resource Management, 2002 Benefits Survey (Alexandria, VA: SHRM Foundation, 2002)
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