Motivation of Employee Engagement

Motivation of Employee Engagement

                   

 

Locke and Latham (2004: 388), observed that concept of motivation refers to internal factors that drive action and external factors that can induce action. Motivation is the strong point and route of performance and the factors that impact employees to behave in certain ways (Armstrong, 2014).

 

There are two types of motivation

1.    Intrinsic motivation: takes place when employees feel that their work is important, interesting and challenging and provide them with a reasonable level of independence, there is an inherent motivation (freedom to act) (Armstrong,2014). Sandel (2012), stated that: remarked that When people are engaged in an activity they consider intrinsically worthwhile, offering money may weaken their motivation by “crowding out” their intrinsic interest or commitment’. when people engage in an activity, Katz (1964), suggested that jobs should in themselves provide sufficient variety, complexity, challenge and skill to engage the abilities of the worker.

 

2.    Extrinsic motivation: According to Armstrong (2014), Extrinsic motivation means things to do to inspire employees. These include rewards, such as rewards, salary increases, praise or promotion; and disciplinary action, withholding of wages or criticisms. Steers et al. (2004), stated that the earliest method of understanding human motivation focusing on the concept of pleasure-seeking as the main driving force of behavior.

 

 Finger 4.1 Motivation model

 

Source: Porter and Lawler, 1968

 

According to Truss et al (2013): The notion that individuals can "work" personally and put positive emotions and cognitive energies into their role performance, was first proposed by William Kahn (1990), in his seminal article in the Academy of Management Journal Schaufeli (2013), commented: It is not entirely clear when the term “engagement” was first used in relation to work, Saks (2006), thought that a strong theoretical rationale for engagement was provided by social exchange theory.

 

Figure 4.2  IES model of employee engagement

 

Source: Armstrong et al. 2000

The motivation element in engagement is essential. Macey et al. (2009), commented that when the work itself is meaningful it is also said to have intrinsic motivation. This means that it is not the pay or recognition that yields positive feelings of engagement but the work itself. Employees also pointed out that engaged employees ‘feel that their jobs are an important part of what they are’ (ibid: 127).

 

Outcomes of engagement

Stairs and Galpin (2010), claimed that high levels of engagement have been shown to relate to:

● lower absenteeism and higher employee retention;

● increased employee effort and productivity;

● improved quality and reduced error rates;

● increased sales;

● higher profitability, earnings per share and shareholder returns;

● enhanced customer satisfaction and loyalty;

● faster business growth; and

● higher likelihood of business success

 

Measuring engagement

A review by Vance (2006), of a number of such surveys identified the following common themes:

● pride in employer;

● satisfaction with employer;

● job satisfaction;

● opportunity to perform well at challenging work;

● recognition and positive feedback for one’s contributions;

● personal support from one’s supervisor;

● effort above and beyond the minimum;

However, John Purcell (2013), opposed that thee employee engagement is worth tracking, not as an end in itself, but as a means of improving working lives and company performance

 

Southwest Airlines and employee engagement (cited from entrepreneur Asia Specific article, 2016)

Southwest Airlines is a company devoted to respected employees. Over the years, employee engagement has been high. The company have a dedicated team. Employees are passionate about the company’s vision and values ​​and are willing to help the company continue to succeed. Set a high standard-from allowing existing employees in various departments to design employees own uniforms so that they have autonomy in their working lives and usually do not express employee’s opinions, to being a brilliant example of customer service and giving them happiness and dedication Employees collectively.

The company allows employees of any department to apply for collaborate in the design of new uniforms, and the results do reflect the personality and company culture, and cannot be achieved without employees. Employees responded to, calling it an unforgettable experience. The company encourages employees to stay inspired and do different things. A viral videotape of a flight attendant rapping safety information shows that the company keeps things fun and unique, creates a good experience for customers and employees, and establishes a good corporate image. Recognizing employees hard work is another key factor in Southwest Airlines participation in practice. The CEO publicly praise the best employee of the month by adding to the magazine.

 

 

References

Armstrong, M, Brown, D and Reilly, P (2010) Evidence based Reward Management, London, Kogan Page

Armstrong, M., 2014. Armstrong's Handbook Of Human Resource Management Practice, 13Th Edition.. Kogan Page.

Jenkins, S and Delbridge, R (2013) Context matters: examining ‘soft’ and ‘hard’ approaches to employee engagement in two workplaces, International Journal of Human Resource Managemen

Katz, D (1964) The motivational basis of organizational behaviour, Behavioural Science

Locke, E A and Latham, G (2004) What should we do about motivation theory? Six recommendations for the twenty-first century, Academy of Management Revie

Macey, W H, Schneider, B, Barbera, K M and Young, S A (2009) Employee Engagement, Malden, MA, Wiley-Blackwell

Porter, L W and Lawler, E E (1968) Managerial Attitudes and Performance, Homewood IL, Irwin-Dorsey

Sandel, M (2012) The Moral Limits of Markets: What money cannot buy, London, Allen Lane

Schaufeli, W B (2013) What is engagement? in (eds)  C Truss, R Deldridge, K Alfes, A Shantz and  E Soane, Employee Engagement in Theory and Practice, London, Routledge

Thomas, J. (2016, August 23). Southwest Airlines: A Case Study in Employee Engagement. Entreprenuer Asia pacific.

Truss, C, Deldridge, R, Alfes, K, Shantz, A and Soane, E (2013) Introduction, Employee Engagement in Theory and Practice, London, Routledge

Vance, R J (2006) Employee Engagement and Commitment: A guide to understanding, measuring and increasing engagement in your organization, Alexandria, VA, SHRM