THE Theme:

Employees of motivation.

Realized by: Framed by :

EL Ouali Alami Mohamed Mme. Faouzia Elhiri
Abdeltef Echikhi
M’ feddal El Bouabdelly

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 Sommaire

Introduction
• theoretical framework of motivation
• The définition of motivation
• Motivation factors
• Types of motivation
• Theories on employee motivation
• Herzberg two-factor theory
• Maslow hierarchy of theory
• Vroom’s expectancy theory
Conclusion
Bibliographie

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 Introduction
In an organizational aspect, motivation has been defined as the sum of the
processes that influence the arousal, direction, and maintenance of behaviours
relevant to work settings”. Employee motivation at work is considered as an essential
drive as it generates effort and action towards work-related activities, for example,
employee’s willingness to spend the energy to achieve a common goal or reward.
When an employee is motivated, he or she shows enthusiasm and eagerness towards
the work and a strong determination to implement and accomplish the work tasks
(Moran 2013). Motivation and its impact on organizational performance has always
remained highly researched area and have gone through many discussions and
iterations This paper identifies the factors that effects employee motivation and
examines the relationship between organizational effectiveness and employee
motivation. The study focuses on the practice and observance of the two central
factors, empowerment and employee recognition for enhancing employee motivation
which leads to organizational performance. So, organizations should design their rules,
policies and organizational structures that give space to the employee to work well and
appreciate them on their tasks fulfilment and achievements. Higher the motivation
among employee to task accomplishment higher will be the organizational
performance and success.

Every organization and business want be successful and have desire to constant
progress. The current era is highly competitive and organizations regardless size,
technology and market focus are facing employee retention challenges. To overcome
these restraints a strong and positive relationship and bonding should be created and
maintained between employees and their organizations. Human resource or
employees any organization are the most central they need to be influenced and
persuaded to wards tasks fulfilment.

For achieving prosperity, organizations design different strategies to compete with the
competitors and for increasing the performance of the organizations. A very few
organizations believe that the human personnel and employees of any organization
are its main assets which can lead them to success or if not focused well, to decline,
Unless and until, the employee’s organization are satisfied with it, are motivated for the
tasks fulfilment and goals achievements and encouraged, none of the organization can
progress or achieve success.
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 Recognition and empowerment play essential part in enhancing employee
motivation towards organizational tasks. By appreciating the employees for their work
done and giving them participation in decision making, internally satisfies them with
their job, organization and organizational environment. Thus, their enthusiasm and
motivation towards accomplishment of tasks increases. Employee recognition
motivation towards organizational tasks have positive relationship between them as
exhibited by the empirical studies conducted by Kalimullah (2010), Rizwan (2010),
Reena (2009) and Salman (2010). Thus, it is concluded that appreciation and
recognition employees and employees’ tasks fulfilment stimulates them towards
working with more energy and dedication to the organization. And employee
empowerment and employee motivation towards organizational tasks have also direct
and positive relationship between them as shown by the studies conducted by Reena
(2009), John (2005), Amin (2010), Constant (2001), Mani (2010) and Smith (2001).
The motivated employees’ work based in the interest of the organizations which leads
them towards growth, prosperity and

productivity. Thus, the employee organizational performance or effectiveness are

directly related. This is also proven by the study conducted by Muhammad (2011).
Motivation. The organizations should work out and make such policies and
organizational structures that support employee recognition and empowerment.

in this context the problem that arises is the following; What motivates an
employee in workplace?

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THEORETICAL FRAMEWORK of motivation
The definition of motivation:
The word “motivation” originates from a Latin word “movere”. “Movere” means
to move. Thus, it creates a reflection of something going up, keeping us working and
helping us to achieve our goals (Korth 2007). Jeffrey S. Nevid, a professor of
psychology, defined “motivation” as: “The term motivation refers to factors that
activate, direct, and sustain foal directed behavior … Motives are the ‘whys’ of
behavior – the needs or wants that drive behavior and explain what we do. We don’t
actually observe a motive; rather, we infer that one exists based on the behavior we
observe.” (Nevid 2013). The definition of “motivation” can be broad, and there are
many ways to define the term itself, depending on e.g. different perspectives. The
purest definition it expresses is something that motivates (Merriam-Webster Dictionary
1873). It is an act or a process that gives a person a reason to do something in a
particular way, or an explanation for the repeated behaviours, needs, and desires
(Elliot 2001). In short, it describes why a person does something.

In an organizational aspect, motivation has been defined as “the sum of the processes
that influence the arousal, direction, and maintenance of behaviours relevant to work
settings”. Employee motivation at work is considered as an essential drive as it
generates effort and action towards work-related activities, for example, employee’s
willingness to spend the energy to achieve a common goal or reward. When an
employee is motivated, he or she shows enthusiasm and eagerness towards the work
and a strong determination to implement and accomplish the work tasks (Moran 2013).

motivation factors:
Factors of motivation are an important component of every business or
organization. Knowing how to motivate employees ensures that the organization
functions effectively and efficiently and that projects and deadlines are completed on
time and accurately.

Motivation factors determine both negative and positive staff experiences, and knowing
the proper motivation factors to use for yourself or your team can help increase overall
employee productivity and satisfaction. In this article, we explore what factors of
motivation mean, 13 factors of motivation and three theories of motivation to consider
implementing within your team.

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 Factors of motivation are strategies, incentives, recognitions and any other
elements that increase an employee’s overall motivation to perform their duties at work.
You can implement several different factors of motivation within your team or for
yourself to increase productivity and satisfaction.

However, because each person is different, it’s important to first take time to better
understand what motivates specific groups of employees. For example, some
employees may be motivated by bonus incentives, while others may find motivation in
the opportunity to gain more paid-time-off (PTO) days. Motivation refers to the process
that guides and maintains behaviours that help employees work towards a particular
goal or effectively perform tasks.

The following are several factors to consider to keep both you and your team
motivated:

❖ Leadership style :

Supervisors, managers and other leaders within a company play a significant role in
their employees’ motivation. The appropriate leadership styles encourage employees
to develop objectives and goals in their positions, work towards those goals and help
employees maintain that motivation throughout the course of their time at the
organization.

To be effective, leaders must determine the best leadership styles for each type of
employee, as not all employees respond well to all leadership styles.

The most common leadership styles include:

✓ Autocratic

✓ Democratic

✓ Coaching

✓ Authoritative

✓ Affiliative

✓ Laissez-faire

✓ Transformational

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 ✓ Servant

Understanding these styles and catering your leadership style to your team’s needs
ensures you effectively motivate them in the workplace. You can also let your manager
know the type of leadership style that best motivates you to help them be a better
leader and keep you motivated.

❖ Recognition and appreciation :

Appreciation and recognition are two important components of motivation within an

organization. Offering recognition and praise not only makes employees feel
accomplished and appreciated, but it also reinforces good performance and
encourages employees to continue repeating the actions that led to the performance.
The more employee behaviour is positively recognized, the more likely they are to
repeat these behaviours and remain motivated in the workplace.

❖ Meaning and purpose :

Employees who find a sense of meaning and purpose in their work often have higher
levels of motivation than those who don’t. Employees want to know that what they do
is actually contributing to the organization’s success and that their duties and
accomplishments support the company’s overall growth.

It’s helpful to ensure you understand how your role plays an integral part in your
company’s processes and success and that your work has meaning beyond simply
completing tasks on time to earn a paycheck.

❖ Positive company culture :

A company’s culture can greatly impact employee motivation in the workplace. Many
employees feel more valued and enjoy their work more when there is a strong company
culture that supports employees and brings them together on a regular basis.

Areas to focus on when increasing the positivity of company or team culture include
the wellbeing of employees, inclusion and equality among employees and compassion
towards employees. You can also contribute positively as an employee and get more
involved with your company’s culture to keep yourself motivated.

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 ❖ Professional development opportunities :

Employees often feel more motivated at work when there are ample opportunities for
growth and professional development. Giving employees opportunities to increase
their skills and become more efficient in their positions instills a sense of
accomplishment and pride that acts as a strong motivator for employees. Plus, offering
employees the chance to hone their skills can ultimately impact an organization’s
overall success, making it a win-win situation for all involved.

❖ Job advancement opportunities :

Another way in which employees become more motivated in the workplace is when a
clear path of job advancement is emphasized. Employees who feel that they are stuck
in one position and have no opportunity to grow within a company are more likely to
become burnt out and look for other job opportunities.

Ensuring employees understand a clear plan of progression within their position in the
workplace can instill motivation to work towards a promotion, which can ultimately
increase employee productivity. If you’re unsure whether you have opportunities to
advance, speak with your manager and inquire about what’s available to you.

Types of motivation:

The two types of motivation are intrinsic motivation and extrinsic motivation.

❖ Intrinsic motivation :

Intrinsic motivation can arise from the self-generated factors that influence people’s
behaviour. It is not created by external incentives. It can take the form of motivation by
the work itself when individuals feel that their work is important, interesting and
challenging and provides them with a reasonable degree of autonomy (freedom to act),
opportunities to achieve and advance, and scope to use and develop their skills and
abilities. Deci and Ryan (1985) suggested that intrinsic motivation is based on the
needs to be competent and self-determining (that is, to have a choice). Intrinsic
motivation can be enhanced by job or role design. According to an early writer on the
significance of the motivational impact of job design (Katz, 1964): ‘The job itself must
provide sufficient variety, sufficient complexity, sufficient challenge and sufficient skill
to engage the abilities of the worker.’ In their job characteristics model, Hackman and

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Oldham (1974) emphasized the importance of the core job dimensions as motivators,
namely skill variety, task identity, task significance, autonomy and feedback.

❖ Extrinsic motivation :

Extrinsic motivation occurs when things are done to or for people to motivate them.
These include rewards, such as incentives, increased pay, praise, or promotion; and
punishments, such as disciplinary action, withholding pay, or criticism. Extrinsic
motivators can have an immediate and powerful effect, but will not necessarily last
long. The intrinsic motivators, which are concerned with the ‘quality of working life’ (a
phrase and movement that emerged from this concept), are likely to have a deeper
and longer-term effect because they are inherent in individuals and their work and not
imposed from outside in such forms as incentive pay.

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theories on employee motivation
Motivation is a way of creating high level of enthusiasm to reach organizational
goals, and this situation is accommodated by satisfying some individual need.
Basically, motivation refers to achieving organizational main goals by satisfying
individual employee’s needs or demands.

Maslow’s Hierarchy of Needs

Maslow’s Hierarchy of needs must be one of the best-known motivation
theories in the world. Maslow is a good starting point to start examining the different
motivation theories. Maslow starts with the idea that people always tend to want
something and what they want depends on what they already have. Maslow
proposed that there are five different levels of needs people have to seek for
satisfaction of their basic needs. (Mullins 2007, 258) The first or lowest level is
Physiological needs. Before these needs which include for example food, water,
shelter and clothing are fulfilled a person doesn’t have any other needs. When
people don’t feel hunger, thirst or cold, their needs are go to a second level. The
second lowest level is Security needs. In that level a person needs to feel secure in
his/her family and in a society, and feel protected against violence. The need for
safety is manifested with job security, savings and for insurances of health, mental
health, old age and disability. Love and belonging needs is the third level of Maslow’s
hierarchy. After feeling secure, people need to feel that they receive and give love,
they are appreciated and they have good friendships. The fourth level is Esteem
needs. It is the need to be unique with self-respect and to enjoy esteem from other
individuals. People want to evaluate themselves highly and based on their
achievement receive appreciation from other people. Lack of these needs may cause
inferiority, helplessness and weakness. Highest level of Maslow’s hierarchy of needs
is need of Self-actualization. The development of this need is based on the
satisfaction at the other four lower levels. It refers to the need of self-fulfillment and to
the tendency to become actualized in what a person has potential.

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The core of this theory lies in the fact that when one need is fulfilled, its strength
diminishes and the strength of the next level increases. (Latham 2007, 31) Maslow
does note that one level of needs doesn’t have to be totally fulfilled before a person
moves to the next level. The individual can be partly satisfied with one level and still
seek for satisfaction at the next level. (Salanova & Kirmanen, 2010)

Herzberg Motivation/Hygiene Theory

Herzberg’s motivation/hygiene theory is also known as the two-factor theory.
Herzberg started the study of job satisfaction in the 1950’s in Pittsburg. The basis of
Herzberg’s work is in the Maslow’s Hierarchy of Needs. He started with the idea that
what causes the job satisfaction are the opposite of those things that cause job
dissatisfaction. However, after studying thousands of books he couldn’t draw any
guidelines. He conducted a survey where he asked participants to identify those
things that made them feel positive with their job and those that made them feel
negative. As a result, Herzberg found out that what makes people happy is what they
do or the way they’re utilized and what makes people unhappy is the way they’re
treated. Things that make people satisfied at work are different from those that cause
dissatisfaction so those two feelings can’t be opposite. Based on these findings
Herzberg created his theory of Motivators and Hygiene factors. Both factors can
motivate workers but they work for different reasons. Hygiene factors tend to cause

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only short-term satisfaction to the workers while motivators most probably cause
longer-term job satisfaction.

Motivators

Motivators, or satisfiers, are those factors that cause feelings of satisfaction at

work. These factors motivate by changing the nature of the work. They challenge a
person to develop their talents and fulfill their potential. For example, adding
responsibility to work and providing learning opportunities to a person to work at a
higher level can lead to a positive performance growth in every task a person is
expected to do if the possible poor results are related to boredom of the task they are
supposed to accomplish. Motivators are those that come from intrinsic feelings. In
addition to responsibility and learning opportunities also recognition, achievement,
advancement and growth are motivation factors. These factors don’t dissatisfy if they
are not present but by giving value to these, satisfaction level of the employees is
most probably going to grow. (Bogardus 2007, 34) When hygiene factors are
maintained, dissatisfaction can be avoided. When, on the other hand, dissatisfaction
is most probable to occur, motivation can’t take place.

Hygiene Factors
Hygiene factors, or dissatisfiers, are those that the employee expects to be in
good condition. As motivators are those that at present cause satisfaction, hygiene
factors are those that don’t cause satisfaction but if they are lacking, it causes job
dissatisfaction. Salaries or wages must be equivalent to those salaries that other
people in the same industry or geographical area get. The status of the person must
be recognized and maintained. Employees must feel that their job is as secured as it
is possible in the current economical situation. The working conditions should be
clean, sufficiently lit and safe in other way. Sufficient amount of fringe benefits like
health, pension and child care must be provided and compensation in general
equivalent to the amount of work done. Policies and administrative practices such as
flex hours, dress code, vacation schedules and other scheduling affect workers and
should be run efficiently. These factors relate to the content of the work and if they
are in proper form, it tends to eliminate job dissatisfaction. (Ellis 2005, 83). The main
finding of Herzberg is that the opposite of satisfaction is not dissatisfaction but no
satisfaction. (Salanova & Kirmanen, 2010)
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Equity theory

The Equity Theory of Motivation deals with the way people compare the value
of themselves to others in similar work situations based on their inputs and outputs.
Inputs are what you bring to the situation, like your skills, time and education. Outputs
are everything you get in return, like your salary, bonuses, raises and promotions.
The theory assumes that people’s motivation in an organization is based on the
desire to be treated equally and fairly. When the output/input ratio is viewed as
equivalent then equity is perceived as attained, there is not much motivation to
change the situation. When inputs are less like amount of work or time spent working,
but the output of pay is higher there is a perceived inequity in the situation. Inequities
occur when the output/input ratio is not equivalent to the comparison person.
Inequities motivate the employee to try to achieve equality. When an employee feels
there is inequality, they can do many things to reduce their inequity. They can
increase or decrease their inputs or outputs, leave, distort their own or the others
input or outcomes, or just change the comparison person

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 conclusion
In conclusion, the motivation of employees plays one of the most vital roles in an
organization’s effectiveness and assertively contributes to its growth and prosperities.
Therefore, it is necessary for any employer to understand what truly motivates the
employees and how to maximize the overall job performance. The theoretical
framework of the study and the findings had confirmed that the motivation of
employees is affected by two main factors which are intrinsic motivation and extrinsic
motivation.

And There are a number of motivation theories which, in the main, are
complementary to one another. The most significant theories are those concerned
with expectancy, goal setting and equity, which are classified as process or cognitive
theories.

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