Introduction
Motivation in the workplace plays one of the decisive roles in achieving strategic goals and maximum efficiency. To better understand this concept, many theories have been developed, for example, the Herzberg’s theory of two factors, Maslow’s hierarchy of needs or the Hawthorne effect. Hence, this work aims to offer two initiatives to increase employee motivation in order to achieve the best results. Moreover, it will consider possible outcomes and negative factors that may hinder their implementation.
Before proceeding to the proposals, it is important to consider the theories on which the scientific paper will be based. These are Herzberg’s theory of two factors and Maslow’s hierarchy of needs. These developments put into the concept that employees who are motivated to achieve the goals of the team and the company are the most productive (Pang & Lu, 2018). Moreover, such personnel enjoy what they do and do not need direct rewards in order to perform their activities better. The main goal of managers working with human resources is to achieve team tasks, build healthy relationships in the workplace and provide sufficient autonomy to employees.
Initiative Based on the Herzberg’s Theory
Herzberg’s motivation model has a second name as the theory of two factors. According to this concept, there are two factors that influence employees and that an organization can adjust and use to influence motivation in the workplace. These include motivators that increase people’s desire to perform their activities hygienic factors that, on the contrary, reduce motivation (Alshmemri et al., 2017). Besides the obvious conclusion, trying to reduce the factors that increase dissatisfaction and strengthen those that increase satisfaction. Examples of motivators are achievement, recognition, responsibility, and growth. Hygiene factors include company policy, relationships and working conditions, salary, and security.
Henceforth, first of all, it is necessary to ensure that hygienic factors do not cause dissatisfaction. Due to the fact that these indicators for each employee have an individual and unique frame of reference, it is necessary to work with the team. This may include group training on bringing awareness, sharing company goals to achieve a common aspiration, and also bringing awareness that each individual is vital to the organization.
To eliminate the harmful influence of hygiene factors, it is also essential to correct the petty and bureaucratic policy of the company. Providing support is also critically necessary to increase staff motivation and ensure that employees do not feel like controlled puppets. A democratic management style can be used for this (Alshmemri et al., 2017). It is that some of the responsibilities of higher positions are replaced by lower ones, thus providing a sense of importance and encouraging leadership.
Moreover, this initiative to increase motivation implies ensuring a favorable and friendly workplace environment. This step also considers building a robust organizational culture. It is valuable because it encourages innovation increases employee productivity and organizational efficiency. This condition ensures the exclusion of factors such as bullying and discrimination and aims to spread concepts such as diversity, equality, and inclusion. The next step in the framework of Herzberg’s motivational theory is to ensure the competitiveness of wages and improve the system of monetary motivation. This implies that there are no striking differences in remuneration for work between employees performing similar work. However, in this case, it is necessary to remember that financial motivation has a short-term effect, and it is necessary to introduce non-material incentives. Therefore, the positive aspect of this initiative is to increase staff motivation, which will bring with it an improvement in the company’s key performance indicators. Moreover, a significant improvement in the relationship between employees and the elimination of harmful and undesirable behavior is expected.
Initiative Based on Maslow’s Theory
The following initiative is based on Maslow’s hierarchy of needs. In his theory, the scientist considered a five-level model of human needs, which can be represented in the form of a pyramid. Physiological needs, such as air, food, clothing, are essential and are at the lowest level. Next comes the need to ensure security, and the need for love and belonging goes to a higher level. The latter implies a sense of acceptance by others, status, and prestige. The last, highest level is self-actualization, which includes such cognitive needs as knowledge, curiosity, research, the need for meaning, and predictability.
In some studies, aesthetic needs are also highlighted, such as the evaluation and search for beauty, balance, and form. It is also worth mentioning the need for self-actualization, the realization of personal potential, the desire for personal growth and maximum experience, and the need for transcendence (Fallatah & Syed, 2018). It is this aspect that can play a major role in applying this theory to employees since it implies motivation with values that go beyond the personal “I”. This may include just worries about the work of the team and the desire to serve others.
The first four levels are also called deficit needs in another way, and the upper level is known as growth or needs. Scarcity needs arise from deprivation and play a role in motivating employees. This is due to a constant feeling of dissatisfaction and a desire to improve their situation. In addition, the motivation to meet such needs will be stronger the longer they are denied.
Therefore, when applying the postulates of this theory, the individual growth of employees is a crucial aspect of ensuring the success of the organization. It is necessary to determine the individual needs of employees and increase job satisfaction (Stewart et al., 2018). The positive outcomes of these actions will be the fact that employees will move towards self-realization and improve the organization in the process. To meet physiological needs, it is necessary to implement actions to create comfortable conditions in the workplace. This also includes the provision of services to ensure the safety of employees and the establishment of a reasonable salary. In addition, managers should minimize layoffs and staff reductions, have clear job descriptions, and provide fair compensation and additional benefits.
Social needs imply activities to encourage teamwork and financial investment in business and office meetings. A tool for investigating the effectiveness of applied actions at any stage of implementation can be a survey of the person’s satisfaction with the changes. Self-esteem needs include involving employees in the processes of setting goals and making organizational decisions. It is also possible to hold events and propose projects that will contribute to the manifestation of the skills and talents of employees. Also of value is the provision of opportunities for learning and development. To meet the need for self-actualization, it is necessary to provide opportunities for a career growth plan and to provide jobs to expand experience and awareness. Other important aspects of Maslow’s hierarchy-based initiative are the provision of optimal innovation opportunities, the provision of supportive leadership that encourages a high degree of self-control, and compensation as a reward for high performance and excellent results.
Employee’s Resistance
The main problem that may arise when introducing innovations into an organization may be resistance of employees. This phenomenon is the unwillingness to adapt to changed circumstances (Schulz-Knappe et al., 2019). Manifestations of this problem can be both hidden and open in nature and can significantly slow down innovation. Employees may also feel uncomfortable about the changes made. In the worst case, the staff can openly confront the company’s managers and decide to leave the workplace. To eliminate possible negative consequences, proper training of personnel for changes is necessary.
In addition, resistance may arise since employees may feel detached and may feel that they are not involved in the decision-making process in any way. This factor can also be reinforced by the fact that individuals may feel that they have been involved in changes that have received insufficient support to achieve the expected results. Whatever causes resistance to change, can become a severe threat to the success of the organization. Employee resistance also affects productivity, quality, and employee relationships.
The first step should be to clearly familiarize employees with what the company wants to change in its activities and let them understand how this can positively affect their activities. An organization can contribute to resistance if it makes changes too often and on a large scale. So, making changes without consulting the people they affect explaining the need for changes can lead to the alienation of employees. Thus, it is necessary to innovate thoughtfully and consciously, which means step-by-step change and monitoring and evaluation of the process.
Moreover, it is essential to build trusting and positive relationships between management positions, managers, and other business employees. In an organization where a culture of trust and transparent communication is properly established, employee engagement is much higher. In addition, the level of interpersonal relationships increases, and the quality of teamwork improves to achieve a common goal. In such conditions, employees do not hesitate to express their opinions about innovations and openly exchange opinions. They are also more likely to share their ideas for improvement.
All of the above conditions are necessary for a smoother process of bringing changes to the work of the organization. In such a satisfactorily constructed environment, innovations are introduced taking into account the opinions of employees, which increases their involvement, and resistance to change is minimized. Further, changes are necessary for any organization and will undoubtedly have a positive effect due to the constantly changing external factors affecting the business.
Conclusion
In conclusion, this scientific work considered the importance of motivational theories in the development of innovations to improve it among employees of the organization. Herzberg’s theory of two factors and Maslow’s hierarchy of needs were taken as the basis for the proposed changes for the development of the staff’s desire to work to achieve the company’s goals. Taking into account this knowledge, proposals were developed on what needs to be done by managers of organizations to increase the motivation of employees increase the positive atmosphere and satisfaction with the workplace. Moreover, the study examined the phenomenon of resistance, which can have a significant adverse effect on the process of implementing new rules or strategies. A vital aspect, in this case, is taking into account the opinions of the employees involved in the process.
References
Alshmemri, M., Shahwan-Akl, L., & Maude, P. (2017). Herzberg’s two-factor theory. Life Science Journal, 14(5), 12-16. Web.
Fallatah, R. H. M., & Syed, J. (2018). A critical review of Maslow’s hierarchy of needs. Employee Motivation in Saudi Arabia, 19-59. Web.
Pang, K., & Lu, C. S. (2018). Organizational motivation, employee job satisfaction and organizational performance: An empirical study of container shipping companies in Taiwan. Maritime Business Review, 3(1), 36-52. Web.
Schulz-Knappe, C., Koch, T., & Beckert, J. (2019). The importance of communicating change: Identifying predictors for support and resistance toward organizational change processes. Corporate Communications: An International Journal, 24(4), 670-685. Web.
Stewart, C., Nodoushani, O., & Stumpf, J. (2018). Cultivating employees using Maslow’s hierarchy of needs. Competition Forum, 16(2), 67-75.