TITLE: EMPLOYEES MOTIVATION AT WORKPLACE
AUTHOR: VINAY VIJAYKUMAR KAKADE
INSTITUTE NAME : KOHINOR BUSINESS SCHOOL
AUTONOMOUS MOTIVATION
CHEN, et al (2020) emphasis on with this study, they seek to provide empirical evidence on the effect of management control system design on autonomous motivation. They use levers of control as an organizing framework to examine the research question and develop hypotheses proposes four control categories that managers can use to manage organizational performance: beliefs control systems, boundary control systems, diagnostic control systems, and interactive control systems. Beliefs control systems convey an organization’s overall strategy, vision, and mission through mission statements and statements of purpose. Boundary control systems establish the acceptable domain of activity through formal procedures and rules. Diagnostic control systems provide feedback systems that monitor organizational outcomes and correct deviations from present standards of performance. Finally, interactive control systems provide formal information systems that help facilitate intense and frequent communication among organizational members around emerging opportunities and strategic uncertainties in an organization. In this study, they examine the influence of management control system design on employees’ autonomous motivation. To investigate the research question, they gather survey data from individuals across a broad range of industries and professions using Amazon’s Mechanical Turk labour market. Consistent with their predictions, they find that beliefs control systems, interactive control systems, and the joint use of diagnostic and interactive control systems increase employees’ autonomous motivation, driven by intrinsic and identified motivation. They also find that the independent use of diagnostic control systems is negatively associated with autonomous motivation. They do not find a significant impact of boundary control systems alone on employees’ autonomous motivation. Given our findings that employee’s autonomous motivation is positively associated with effort, individual performance, and creativity and negatively associated with turnover intentions, they conclude that designers of management control systems are well positioned to affect organizational performance via the link between control system design and employees’ autonomous motivation.
DOES PAY FOR PERFORMANCE MOTIVATES THE EMPLOYEES?
HE et al ( 2021)states that an extensive body of literature has demonstrated the incentive effect by which pay for performance (PFP) motivates employees’ in role task performance. Nonetheless, scholars have also posited that PFP is likely to demotivate employees’ extra role behaviors. Drawing upon expectancy theory (HE W. et al 2021) and the heuristic processing literature (HE,W. et al 2021), they examine the relationship between PFP and employee helping behavior. they perform this examination not only by considering the “pay” component (e.g., PFP intensity) but alsom by scrutinizing the “performance” component; namely, performance subjectivity, which refers to the extent to which the criteria or indicators used to measure employee performance in the performance appraisal system are subjective. Specifically, they propose that PFP has a conditional positive effect (i.e., in the context of high performance subjectivity) on employee helping behavior, and further theorize and test the underlying psychological mechanism by which individual perceived helping–performance expectancy accounts for the interactive effects between PFP and performance subjectivity on employee helping behavior. The empirical results of three studies employing distinctive methodologies provide general support for our hypotheses. Taken together, their research challenges the conventional wisdom that PFP undermines employees’ extra-role behaviors by providing new insight into understanding when and why PFP motivates employee helping behavior. Pay for performance (PFP), broadly defined as “pay that varies with some measure of individual or organizational performance”, is a vital component of an organization’s compensation strategy. Recent estimates have suggested that PFP is appealing for employers, as more than 90% of employers have designed PFP systems that link employees’ pay levels with their prior or future job performance, seeking to motivate employees’ performance improvement. This incentive effect of PFP can be explained by both economic and psychological theories and principles, such as the incentive intensity principle proposed in agency theory and the instrumentality principle proposed in expectancy theory . Accumulative empirical findings have supported this incentive effect by revealing a positive relationship between PFP and employee in role task performance. Through both incentive and sorting mechanisms, PFP increases individual and collective performance at the team, unit, or firm levels.
RELATIONSHIP BETWEEN TRANSFORMATION, LEADERSHIP, JOB SATISFACTION AND EMPLOYEE MOTIVATION.
VINH et al (2022) states that relationship or transformational leaders motivate and inspire people by helping groups of members understand the importance and higher purpose of the task. These leaders are focused not only on the performance of members but also on the ability of each person to fulfill their potential. Leaders of this style often have high ethical and moral standards examined the relationship between transformation leadership and removing employees’ work related uncertainties and ambiguity when facing an uncertain environment; the results showed that there was a strong significant relationship between transformational leadership and uncertainty reduction among employees. Moreover, the results also revealed that supervisor involvement boosted employee morale as a contributing factor to ambiguity and uncertainty reduction. As stated by, if the leader understands the differences in each employee and appropriately recognizes employees’ work, they will feel satisfied because they are valued individually found that employees love their jobs if they are arranged properly according to their expertise which they devote to the organization. Job satisfaction and dissatisfaction not only delve into the nature of the job, but also depend on the expectations of employees on the job. Job satisfaction is a complex phenomenon with many aspects that are affected by factors such as salary, working environment, self-control, communications, and organizational commitment explained that leadership style has a strong impact on employee job satisfaction and that different leadership styles also influence job satisfaction and employee motivation show the positive relationship between transformation and employee creativity, while concluded that among three types of leadership styles (transactional, transformational, and laissez-faire), the transactional leadership style has the strongest impact on employee motivation.
CHANGE IN EMPLOYEE MOTIVATION AND PSYCHOLOGICAL HEALTH
WANG, et al.(2022) explains that Organizations strive to motivate employees to thrive at work. However, employees’ motivation is likely to vary over a short period (e.g., a few months) to cope with the routine dynamics of organizations’ activities. These motivation dynamics covary with employees’ affective, cognitive, and behavioral outcomes in the workplace. Moreover, employees’ psychological health, a multidimensional concept focused on the individual’s well/illbeing simultaneously, changes over time. Using the integrated theoretical frameworks of self determination theory (SDT) and the hierarchical model of self-determined motivation (H-SDT), this research sought to examine the motivational changes following the dual path model. In particular, this work sought to unpack the temporal dynamics in employees’ subjective well/ill beings predicted by the changes in basic needs satisfaction/frustration through autonomous/controlled motivation, while considering the characteristics of people’s general causality orientations (trait level motivation). Over four months, longitudinal field data were collected from the employees in several private small businesses in the consumer product retail industry. Latent growth modeling (LGM) results supported the positive dual relations between the changes in employees’ psychological health and basic psychological needs satisfaction/frustration, but neither the changes of autonomous/controlled work motivation nor the indirect change paths via autonomous/controlled work motivation were significant. This study sought to investigate in the routine operations of organizations, from a dynamic perspective, whether changes in the satisfaction and frustration of basic needs for autonomy, relatedness, and competence led to changes in employees’ well-being and ill-being through the changes in autonomous and controlled motivation via two distinct paths under SDT framework and H-SDT. At the same time, this longitudinal study also tried to move forward with the preliminary findings in some descriptive pioneer longitudinal studies to build more temporal explanations of the changes in motivation and its well/ill-being consequences at work. As a result, the LGM analyses suggested that needs satisfaction/frustration changes directly predicted the changes in employees’ well-being/ill-being over a few months. Furthermore, when testing the cross-level effect of GCO (trait) predicting the changes in work motivation and employees’ psychological health, the results showed that autonomous GCO positively predicted higher initial levels (intercepts) but not the changes (slopes) of autonomous work motivation and employees’ subjective well-being. At the same time, controlled GCO positively predicted higher initial levels but not changes in controlled work motivation and employees’ subjective ill-being. In summary, the results of this research replicated all the past cross-sectional theoretical relationships among the testing variables but only confirmed limited temporal relationships in our proposed research model.
THE RISE OF INTERNAL ACTIVISM
LEE (2021) explains that integrating relationship management theory and internal crisis communication literature, this study aimed to understand employees’ affective and behavioral responses toward their organization during an organizational crisis. Focusing on a crisis caused by allegations of gender discrimination practices in the workplace, the current study investigated how employees’ exchange communal relationships lead to their negative affect, communication behaviors, and activism intentions. Results of an online survey with 401 fulltime employees in the United States suggested that employees’ exchange relationship is positively associated with negative affective response, and communal relationship is positively associated with their active communication behaviors. Furthermore, negative affective response significantly increased employees’ active communication behaviors and activism intentions. Internal crisis communication management should begin by examining the relationship between an organization and its employees (LEE 2021). For decades, relationship management has been a focal research paradigm in public relations scholarship (LEE, 2021). While numerous studies have examined the quality of relationships between an organization and its publics (e.g., trust, satisfaction), this study particularly focuses on two distinct types of relationships built between an organization and its employees, namely, communal and exchange relationship. Adopting the typology of communal-exchange relationship originally introduced in psychology (see LEE, 2021 ) public relations scholars (LEE, 2021; LEE, 2021) defined exchange relationship as a relationship where one party (e.g., organization) provides benefits to the other (e.g., public) only because the other has provided benefits in the past or is expected to do so in the future. Communal relationship on the other hand refers to a relationship where both parties benefit each other because they are concerned for each other’s welfare, even when they get nothing in return.
GAMIFIED COMPETENCY DEVELOPMENT
BÖCKLE et al (2023) states that to leverage competencies through gamification, the right conditions need to be provided to stimulate the development process. For instance, competencies are generally not transferable to all existing work contexts (BÖCKLE, M.et al 2023, which in turn generates a need to develop new competencies, or to manage existing ones, in which the aspect of motivation is of vital importance. Thus, gamification could play a major role in increasing the motivation of employees, thereby allowing them to accomplish and develop the necessary competencies in order to reach certain defined business goals. Traditional gamification mechanics such as badges or leader boards could reward employees during the development process of these individual competencies (BÖCKLE, M.et al 2023). These could be applied, for example, through instant feedback based on competency profiles, and particularly in the workplace, where feedback loops are often inconsistent. The relevance of such efforts is of great interest, particularly for organizations, as this reveals a promising approach to supporting the development of skills, abilities and attitudes, with the aim of enabling employees to respond flexibly to business needs and supporting work performance. While the efficiency of traditional e-learning solutions in organizations is currently under discussion (BÖCKLE, M.et al 2023), this emerging research stream has investigated such opportunities as tools that can enable and facilitate work-related competencies in daily practice (BÖCKLE, M.et al 2023). The scope of the proposed design theory is the provision of design knowledge for applying user-centered score mechanics that can foster the development of work-related competencies through gamification . More specifically, this design knowledge should support researchers and practitioners in designing a scoring system that includes a meaningful mapping of scores and virtual tasks within digital platforms, in order to provide a holistic user experience in terms of achieving the desired work-related competencies.
PROSOCIAL MOTIVATION AND INFLUENCE EMPLOYEES EFFORTS
GARRETT et al (2021) understands that managers often find it difficult to monitor individual effort levels in group settings, which can foster employee free riding. One action that managers can take to reduce free riding is to implement behavioural controls. Behavioural controls are policies and procedures that prohibit certain behaviours or require compliance with predetermined actions. For example, a firm may establish standard operating procedures, project deadlines, or tight supervisory oversight of assigned tasks. These behavioural controls are often implemented within a firm’s information system. Pro-social motivation has meaningful predictive power for employees’ work behaviour and productivity. Previous research also suggests that givers expect others will engage in like-minded pro-social acts. Thus, relative to non-givers, givers are more likely to trust and to expect trust from others within the organization. A signal of a self-interest norm is more likely to run counter to the expectations of givers than non-givers. Consequently, we anticipate that signals of self-interest are likely to cause givers to suppress their pro-social inclinations, resulting in greater negative reactions to behavioural controls than those manifested by non-givers. Controls are an important element of an organization’s culture and environment that can influence employee-manager trust. Controls are often classified as one of two types: ( 1 ) outcome or performance-contingent controls, and ( 2 ) behavioural controls. Outcome controls are associated with higher employee-manager trust than behavioural controls because they provide a sense of autonomy in workplace tasks. However, companies are often unable to use outcome controls due to a lack of adequate output measures. For instance, in group or team settings where the primary concern is overall team performance, the performance of individual employees may be unknown or indeterminable. As a result, outcome controls at the individual level may be difficult to use. When this is the case, managers can employ behavioural controls to prevent free riding within the group. In this study, they focus on this type of setting where behavioural controls are implemented in order to encourage individual effort that contributes to team performance.
PEERS AND MOTIVATION AT WORK
BRUNE et al (2022) states that large literature provides compelling evidence that a worker’s own performance depends on their peers and social interactions. Several studies show that worker effort is sensitive to the social pressure that arises when there are externalities from effort due to joint production and team compensation. For example, find that retail workers in teams appear to engage in monitoring and free-riding behaviour that affects productivity. Another well-studied channel for workplace peer effects is knowledge spill-overs, find evidence of learning among teachers and medical researchers, respectively. Yet few studies provide evidence on workplace peer effects when jobs do not directly incentivize them through production externalities or team incentives. For example, some psychological mechanisms, such as motivation or norms, may drive peer effects even when workers do not work in teams or receive joint compensation provide evidence consistent with this type of peer effect by showing that a child runs faster when running alongside a peer than when running alone conduct a laboratory experiment and find that students fill envelopes faster when they share a room with a peer use a natural experiment to study the impact of working with friends, and they find that workers increase or decrease their productivity to match the output of their social ties. They study workplace peer effects by randomly varying work assignments at a tea estate in Malawi. They find that increasing mean peer ability by 10 percent raises productivity by 0.3 percent. This effect is driven by the responses of women. Neither production nor compensation externalities cause the effect because workers receive piece rates and do not work in teams. Additional analyses provide no support for learning or socialization as mechanisms. Instead, peer effects appear to operate through “motivation”—given the choice to be reassigned, most workers prefer working near high-ability co-workers because these peers motivate them to work harder. This paper provides new evidence on the role of psychological peer effects by conducting a unique field experiment at an agricultural firm. They collaborated with a tea estate in Malawi and randomly allocated about 1,000 piece-rate workers to locations on tea fields. Each day the firm assigns specific plots for workers to pick tea leaves, and our design created exogenous, within-worker variation in the composition of nearby co-workers. We focus on estimating the effect of the average of peer ability (that is, permanent productivity) on the worker’s own output.
WORKER SCHEDULING WITH MOTIVATION EFFECT
LIU et al (2021) emphasis on workforce motivation, which may be caused by many environmental and policy factors (such as bonuses, certificates, rewards, promotion), can simulate workers to improve their performance (LIU et al 2021). Take the case of FedEx, workers of night shift, for a time, were usually unable to finish their work on time. Managers finally realised that workers were paid by working hour, leading to the conflict between companies and workers, as companies wish employees could accomplish their tasks quickly without mistakes instead of long working time. The payment mode was transformed into paying workers by shift, and night workers were allowed to go home early after finishing tasks, then the work efficiency was improved greatly. In practice, some incentives, such as financial incentives and the possibility of leaving a shift earlier, may impact workers’ motivation and efficiency. As a result, the processing time of a given job may be shorter if it is assigned to a worker who has high motivation and positive attitude. This phenomenon is known as the ‘motivation effect’. The scheduling problem plays a vital role in manufacturing systems and industries, thus it has received substantial attention from both researchers and practitioners (LIU et al 2021). Job processing times are usually assumed to be fixed, in classic scheduling problems. However, in practice, various factors may have effects on job processing times, such as learning effect (LIU et al 2021) deteriorating or aging effect (LIU et al 2021). As stated above, motivation effect on job processing times in real manufacturing processes is significant and cannot be neglected as well. For this concern, this paper investigates a scheduling problem with motivation effects. The deterministic scheduling problem has been widely and well investigated in the literature (LIU et al 2021). This work focuses on a stochastic worker scheduling problem with motivation effects, to maximise the service level. Therefore, in the following, they only review the most related literature. They first review the researches on scheduling with human-related effects. As DR chance constraint is applied, literature considering different related solution approaches is further reviewed.
ROLE OF MOTIVATION OPPORUNITY AND ABILITY: CONSUMER-COMPUTER INTERACTION.
ROY et al (2020) states that new smart technologies are rapidly transforming the retail industry (ROY et al .2020). For example, some retailers now use smart shopping carts that are equipped with a built-in reader, which can verify and automatically bill the purchases when the products are placed in the cart. These carts can provide various information, ranging from product ingredients, product suggestions and promotions, to store layout. It can directly interact with customers during a shopping trip and provide real-time shopping feedback. Shoppers can synchronise the smart cart with their mobile phone to make a payment or to create a future shopping list. Similarly, other retailers use high-tech smart mirrors to reduce the process of trying and retrying on clothes by showing the 360-degree view of the shopper with the outfits as well as comparing outfits side-by-side. The shoppers can snap photos of the outfits, share it with Facebook friends, and ask for an opinion before purchase. While smart retail technology refers to a ubiquitous and autonomous system for planning, developing, and offering retail services to customers, whereas, IST implies smart or intelligent systems that are installed in brick-and-mortar stores to improve the customers’ in-store shopping experience. In other words, IST is the integration of smart technology into offline retail environment to make shopping more convenient and enjoyable for the shopper while at the same time reducing costs, providing valuable shopper, and shopping data for retailers. IST includes in-store totems (e.g. virtual fitting rooms) and hybrid in-store systems (e.g. smart carts, RFID tags) (ROY et al .2020). They focus on IST as brick-and-mortar stores are particularly facing enormous challenges from online channels. As ISTs can offer a differentiating value for retailers by converging the physical and virtual shopping environments, they argue that it can be a promising tool for brick-and-mortar stores to increase the shopping effectiveness and thereby offer superior shopping experience. However, limited research has explored the customer perception of shopping effectiveness with IST (ROY et al .2020).
SUMMARY
This study seek to provide empirical evidence on the effect of management control system design on autonomous motivation. They use levers of control as an organising framework to examine research question and develop hypothesis proposes four control categories that manager can use to manage organisational performance i.e beliefs control systems, boundary control system, diagnostic control system and interactive control system. Given that their findings that employees autonomous motivation is positively associated with the efforts ,individual performance and creativity and negatively associated with turnover intentions, the designers of management control systems are well positioned to affect organisational performance via the link between control system design and employees autonomous motivation. Pay for performance (PFP) motivates the employees for work. The relationship between PFP and helping behaviour helps he organisation as well as the employee to work efficiently and dedicated to their work. The PFP specifically has positive effect in the context of high performance productivity on employee helping behaviour. Recent estimates suggest that more than 90% of employers have designed PFP systems that links employees pay level with their prior or future job performances. Relationship and transformational leaders motivate and inspire to help group of members understand the importance of higher performance task. As stated, if the leader understand the difference in each employee and appropriately recognizes employees work they will feel satisfied because they are valued and individually employee love their jobs if they are arranged properly according to their expertise which they devote to the organization. Organisation strive to motivate employees to thrive at work. Moreover, employees psychological health and multidimensional concept focuses on individuals well/ill being, simultaneously changes overtime. Using the integrated theoretical frameworks of self-determination theory and the hierarchical model of self-determination motivation to examine motivational changes. This study sought to investigate in the routine operations of organisation. Integrating relationship management theory and internal crisis communication literature, this study aimed to understand employees’ affective and behavioural responses toward their organization during an organizational crisis. While the numerous studies have examined the quality of relationships between an organisation and its publics, this particularly focuses on two distinct types of relationship build between an organisational and its employees namely communal and exchange relationship. To leverage competencies through gamification, the right conditions need to be provided to stimulate the development process. Gamificaton plays an important role in increasing the motivation of employees, thereby allowing them to accomplish and develop the necessary competencies in order to reach certain defined business goals. The relevance of this approach is of great interest, particularly for organisations, as this reveals a promising approach of supporting the development of skills, abilities, attitudes, with the aim of enabling employees to respond flexibly in the business. Managers often find it difficult to monitor individual efforts level in the group settings, which can foster employee free riding. An action that an manger can take to reduce free riding is to implement behavioural controls. Behavioural controls are the policies and procedures that prohibits certain behaviours or requires compliance with predetermined actions. This study focuses on implementing behavioural controls in order to encourage individual efforts that contributes to team performance. A large study evidence that a workers own performance depends upon their peers and social interaction. How our peers effect the behaviour affect an individuals work life. The workforce motivation which may caused by many environmental and policy factors can stimulate workers to improve their performance. The new smart technologies are rapidly transforming. A proper training should be provided to the employee about the advancement of the new technologies so that their efficiency increases and which in turn helps the organisation to reach its goals. While smart technologies refers to ubiquitous and autonomous system for planning, developing and offering retail services to the customers.
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