Motivation plays a major role in
every human’s life. The fact is important where this create self-improvement as
well as Organization performance (Nohria, Groysberg and Lee, 2008). Considering
the motivation factor to the insurance industry, motivated employees will be an
assert for the organization where these employees will take additional
responsibilities, initiatives and provide innovative ideas, happy working
place, good customer service that contributes success for the organization
(Dobre, 2013).Not only that but also the positive vibe was create lower level
of employee turner as well (Szelągowska-Rudzka, 2016).
Key responsibility of the
employee motivation has to be taken from the top management or else the human
resource department to action the process (Manzoor,2012). There are several
strategies that can be used in order to drive the process. Herzberg's duel
factor theory which includes emergent strategy (Intended, Deliberate and
realized strategies), Maslow's hierarchy of needs, incrementalism and
opportunism will drive the factors (Mariotto, 2000).
Herzberg’s duel factor theory
One of the best theories that can
be used for motivation is the Herzberg’s duel factor theory (Stello, 2011). The
theory can be known in other synonyms such as motivation-maintenance theory,
dual-factor theory, or motivation- hygiene theory (Yusoff, Kian and Idris, 2013).
Hygiene/ extrinsic factors
Factors that indirectly involved
in creating motivation in the employment will be known as hygiene factors and
these factors will act as a starting point for the motivation (Dartey-Baah, and
Amoako, 2011).
·
Physical conditions
·
Salary and pay
·
Working conditions
·
Job security
·
Company policies
Considering the Herzberg’s duel
factor theory for the Life insurance Company, The management team of the group
and the Human resource department was focusing on the hygiene factors of the
theory as such company conducts flexi working hours for the employees, work
from home, inter department competitions – (Christmas crib competition, Vesak
Lantern competition), Dansals, Cultural events, employee fair – (Encourage
employees to improve their talents on hobbies) , bonuses on year end, code of
conduct – Company policy, DEI (diversity, inclusion and equity), Cultural
events, birthday celebrations and half day leave on birthday, Special events of
the employees’ - (Mom to be, Bride to be, father’s day), gym memberships,
insurance cover for the family members are some of the factors that conducting
by the said organization in order to improve the employee motivation (union
assurance, 2019).
Motivational/Intrinsic factors
Facts that directly involved in
providing positive satisfactory personals goals can be known as motivational
factors (Harahap, Agustini, Amanah and Riza, 2017).
·
Recognitions
·
Responsibility
·
Career development
Considering the motivational
factors for the life insurance company, Human resource department and the Sales
force administration department is focusing and designing the competitions to
drive the business as well as to recognize and motivate the employees. Star of
the month, Annual awards, Mid-year awards, Sprinter awards, circle of
excellence, employee recognitions, cash prizes, gold prizes, promotions, Career
development educations fees for low interest, toastmaster, and trainings for
the next promotions, responsibilities in recreation club and other company
societies will improve the motivation among the sales cadre and the permanent
cadre staff (union assurance, 2019).
Emergent Strategies
Based on the results of actions
and planes that will depends on the external environment and might influence
the business process which was not planned at the initial stage by the
management can be define as an emergent strategy (Sainidis, Gill and
White,2001). As this was introduced by Henry Mintzberg, by combining the
strategic planning and strategic thinking the organization can easily go for
the ultimate target by auctioning the strategy
Intended Strategies
Actions or else methods’ that
have been already planned in the initial stage in order to drive the business
can be defined as Intended strategies (Iaquinto, 2011). Considering the
strategy to the above mentioned insurance company, Annual Awards was planned in
the beginning of the financial year and the criteria’s were shared with the
sales staff in order to showcase the targets and the rewards that has been
awarded to fulfilment of the criteria’s to motivate employees to achieve the
company goal.
Deliberate Strategies
Actions, methods’ or else
processors that have been decided according to the vision and mission of the
organization to a top down approach can be defined as Deliberate Strategies (Kolb
and Yeganeh, 2012). Considering the
deliberate strategy to the above mentioned Organization, Due to prevailing
situation in the country, the travel restrictions Accomplish the Annual Awards
targets new criteria’s was introduced as new competition to the sales staff as
Mid-year awards to the sales staff in order to achieve the ultimate goal of the
company. Not only that but also the management of the company has initiated the
“Union Brave wave” , “Urekha”, “HIPO” program to identify the employees’ new
ideas on developing the business and the company. The best idea of the employee
has been awarded and recognized by the top management to motivate the staff of
the company to bring up new ideas to the company in developing the methods and
practices.
Realized Strategies
Actions, methods’ or else
approaches that have been made to the intended strategies due to decision
changes that caused to external factors will be defined as Realized Strategies
(Betancur, Restrepo and Restrepo). Considering the realized strategy to the
said Organization, due to the pandemic situation of the country the said targets
was high in order to achieve the criteria’s for the sales force. Hence the
criteria’s have been revised to motivate the employees and additional increment
was granted for new business achievements. Not only that but also the digital
products and training has been introduced for the staff to adapt to the country
situation and considering the well-being of the employees. Performance
monitoring dashboards were initiated in order to create the competitions among
the employees to achieve the ultimate goal of the company.
References
Betancur, J.E.H., Restrepo, I.A.M. and Restrepo, L.A.M., The Mourning Of The Deliberate Strategy For The
Arising Of The Emergent Strategy.
Dartey-Baah, K. and Amoako, G.K., 2011. Application of
Frederick Herzberg’s Two-Factor theory in assessing and understanding employee
motivation at work: a Ghanaian Perspective. European Journal of
Business and Management, 3(9), pp.1-8.
Dobre, O.I., 2013. Employee motivation and organizational
performance. Review of applied socio-economic research, 5(1).
Harahap, D.A., Agustini, F., Amanah, D. and
Riza, S., 2017. The comparison of work motivation between employees and staffs
based on two factor theory of motivation in pt pp London Sumatra Indonesia at
bah lias research perdagangan North Sumatera Indonesia. International
Journal of Engineering and Management Invention, 2(1),
pp.187-192.
Kolb, D.A. and Yeganeh, B., 2012. Deliberate experiential
learning. Contemporary organizational behavior in action.
Iaquinto, A.L., 2011. The Impact of Intended Strategies on
Firm Performance: The Case of Japanese Manufactures. The Journal of
social science, (72), pp.5-22.
Manzoor, Q.A., 2012. Impact of employees motivation on
organizational effectiveness. Business management and strategy, 3(1),
pp.1-12.
Mariotto, F.L., 2000. Mobilizing emergent strategies.
Nohria, N., Groysberg, B. and Lee, L.E., 2008. Employee
motivation. Harvard business review, 86(7/8), pp.78-84.
Sainidis, F., Gill, R.E. and White, A., 2001, May. Emergent
strategies in SMEs. In 4th SME International Conference, Allborg,
Denmark (pp. 242-247).
Stello, C.M., 2011. Herzberg’s two-factor theory of job
satisfaction: An integrative literature review. In Unpublished paper
presented at The 2011 Student Research Conference: Exploring Opportunities in
Research, Policy, and Practice, University of Minnesota Department of
Organizational Leadership, Policy and Development, Minneapolis, MN.
Szelągowska-Rudzka, K., 2016. Employee direct
participation–the essence and advantages. organization, 21,
p.42.
Yusoff, W.F.W., Kian, T.S. and Idris, M.T.M., 2013.
Herzberg’s two factors theory on work motivation: does its work for todays
environment. Global journal of commerce and Management, 2(5),
pp.18-22.
Hi Deshani, This article covers a critical area. Further, five common motivation theories might help companies boost workplace efficiency and encourage employees (Burton, 2012).
ReplyDelete1. Maslow’s hierarchy of needs
2. Herzberg’s two-factor theory
3. McClelland’s theory of needs
4. Vroom’s theory of expectancy
5. 5McGregor’s theory X and theory Y
Brad (2017) says engaged employees are typically the employees who are motivated intrinsically. The author also believes employee motivation and engagement cannot be attained without the other. Shawn (2016) adds more value and makes it simple to understand by explaining that the employees show a general percentage of engagement towards their job not because they are emotionally willing but are liable to be bound with the job. The reason “Why” is determined by the motivation, which can comprise Intrinsic or extrinsic motivators, depending on the individual psychology. “What” it provides is the perfectly applied engagement that arouses emotionally, representing an enhanced performance.
Hi Nirmika, Agree with your comment and thank you for sharing the other theoretical views as well. Whether it is Extrinsic, Identified, Intrinsic, or Introjected factors all these will effect on the employee performance as well as the organization performance (Zhang, Zhang, Song and Gong, 2016). However would like to mentioned the six motivators that explains by (Turner and Paris, 1995) Challenge, Consequence, Collaboration, Choice, Constructing Meaning and Control will also impact on the performance.
DeleteHi deshani, agree with you, adding to your points, . Hygiene factors included company policies and administration, relationship with supervisors, interpersonal relations, working conditions and salary (Herzberg, 1966; Herzberg, 2003). Motivation factors led to positive job attitudes and hygiene factors surround of the job (Herzberg et al., 1959; Stello, 2011).
ReplyDeleteHi Dineth, Thanks for your feedback. As you have mentioned the factors of the theory also would like to summarize the Herzberg's theory, as the motivate factors as Advancement, Work itself, Possibility of growth , Responsibility, Recognition and Achievement (Jones, 2011), where the hygiene factors can be categorized as Interpersonal relationship, Salary, Policies and administration, Supervision and Working conditions (Mitchell, 2009).
DeleteHi Deshani. Adding to your points, Whiteley (2002) describes higher motivation increases employee performance. However, getting employees to outperform during all conditions is one of the most difficult challenges managers are facing (Nohria, Groysberg & Lee, 2008). Accordingly, Bruzelius and Skärvad (2004) argued that to get employees motivated to work more efficiently and to support the organization's values and goals, they need to get compensated through rewards.
ReplyDeleteHi Dileep, Thanks for commenting and sharing your thoughts, and I seconded it. It is a challenge that have been facing every organization of getting the maximum output of the employees, through the employee motivation. However as you mentioned the motivational factors of the theory has to be fully satisfied in order to motivate the hygiene factors (Tan and Waheed, 2011), Providing an opportunity to raise ideas, voice, job enrichment is also improve the motivation as well (Kotni and Karumuri, 2018).
DeleteGood day, Deshani. I agree with the above statement. Furthermore, one hypothesis that has shown to be particularly useful in the analysis of the work relationship is the previously mentioned 'frames of reference.' According to Fox (1966), the work relationship can be evaluated from three perspectives: unitarian, pluralist, or radical. According to Heery's (2016) in-depth investigation, these three frames continue to be used and valued in text books and instruction, as well as academic research. Each provides a unique perspective on how labor and employment relationships are handled, controlled, and adjusted over time.
ReplyDeleteHi Isuru, Agree with you. This is more over related with the employee relationship (Tekdemir, 2019).however, yes. the relationships also help to improve the employee motivation as well. Moreover the encourage team work, recognitions, benefits, leads with the team via being an example will improve the level of motivation as well (Ganta, 2014).
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ReplyDeleteAgree with you Deshani. Adding more points, Kaur (2013) states that a motivated employee is a valuable asset who creates value for an organization in strengthening the business and revenue growth and high productivity is a long term benefit of employee motivation. According to Haque et al, (2014) early theories of motivation are still valid because of the practicality and those theories are the foundation which contemporary theories were developed.
ReplyDeleteThanks for commenting Gihan. Yes it is a early motivational theory that valid to today as this theory is one of the foundation method as well. Moreover motivational factors increases the job satisfaction where the improving the hygiene factors might decreases the job dissatisfaction as well (Raziq and Maulabakhsh, 2015). Therefore these factors have to be carefully address by the human resource management of the organization.
DeleteHi Deshani, In advancement of Herzberg's theory, must be tested on a different culture, occupational groups, different personalities, and different countries (Gokce et al., 2010). Motivation is a complex concept, and different factors have to be examined in depth. An individual who works in the same place or similar work conditions can vary significantly. An individual develops many attitudes toward their life before entering working life.
ReplyDeleteHi Thiloka, Yes indeed. As mentioned these factors may effect employees in different ways as employees of an organization is unique. However that the theory contains two factors as motivational factors and hygiene factors to simultaneously balance the employees of the organization and drive towards to achieve the goal (Alshmemri, Shahwan-Akl and Maude, 2017). Thus this has to be tactically implement for the organization.
DeleteHi Deshani , agreeing with your argument and the points stated on your topic , would I like highlight one thing which I referred . Armstrong argued Herzberg's two factor model was attacked. The research method has been criticized because no attempt was made to measure the relationship between satisfaction and performance. It has been suggested that the two factor nature of the theory is an unavoidable results of the questioning method used by the interviewers. It has also been suggested that wide and unwarranted inferences have been drawn from small and specialized samples and that there is no evidence to suggest that the satisfiers do improve productivity(Arsmtrong,2006).
ReplyDelete