CHARACTERISTICS AND MOTIVATION OF ENGAGED EMPLOYEES

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CHARACTERISTICS AND MOTIVATION OF ENGAGED EMPLOYEES

Organizations can motivate the workforce mostly through introducing appropriate reward and recognition programs and other benefits, Maire and Nick (2002) referred that, compensation systems deliver other objectives such as legal compliance, labor cost control, perceived fairness towards employees, and enhancement of employee performance to achieve a high level of productivity and customer satisfaction.

When employees are motivated they get the feeling of having a place, dedicated towards the institution and consistently endeavor to be related with the consequences of their work also motivation can be reflected in the employees of the organization such as improving the ability to be innovative and achieve their individual goals as they strongly believe in themselves which will be able to help to move towards organizational success. (Yang Jie, 2010).

As indicated by Perry and Hondeghem (1999), the people want to perform, and offer types of assistance to clients; with the order to do great is a sufficient factor to motivate. Workwise performance is related to an uncontrollable external reward which mainly means his pay. When considering the external rewards apart from the employee payment promotion in job role, security of the work, increment on compensation may offer significance to representative’s motivation and also for organizations to retain the labor force, they should continuously deal with techniques that can help in inspiring its workforce employee rewards and recognition system that acknowledge employee Input into the organizational goals and admiring their inputs are required for happier employees with high-performing productivity and thereby reduce turnover (Safiullah, 2014).

Non- financial recognition

Tausif (2012) says satisfaction increases with the increase in age. The old employees are more satisfied with job rewards than young employees. Researchers also show that the age differences of the employees affect the association between employee rewards and employee job satisfaction.

According to Silverman (2004), non-Financial recognition is a system of rewarding an employee in an organization with a non-cash award upon a task or job completion. There is a wide variety of ways in which non-financial recognition can work in practice. The schemes offered by organizations may range from impromptu to more formal structures. For example, a simple recognition such as the immediate supervisor saying ‘thank you' can be an acknowledgment for the efforts of employees can be treated as a non-financial motivating factor (Silverman, 2004).

Furthermore, an organization may practice any of the following as a part of its non-financial recognition programs. (Silverman, 2004)

·        Public appreciation in a team meeting, in an organizational newsletter

·        Reimbursement of costs of any relevant academic/professional qualification

·        Declaring the individual ‘Employee of the month or year’

·      Annual Award ceremonies conducted by the companies to recognize the deserving team players.

Financial recognition

According to Yousaf et al. (2014), financial recognition Is a system where employees are rewarded as follows,

  • Pay Bonuses and Allowance.
  • Incentives. 
  • Paid vacations or encashment of leaves.
  • Providing transportation facilities.

One of the leading organization in the banking industry which I am working for is also concerned in conducting and implementing various financial and non-financial motivational activities to its employees.

  1. Performances of the employees are monitored by their supervisors' region wise and they are appreciated personally by the Regional heads for their tremendous support rendered to the organization.
  2. Employees who have completed 25years of service in the bank are rewarded the service excellence reward.
  3. Compensations are given to the employees who complete their banking exams both certificate level and diploma level.
  4. Employees are monitored on monthly basis and employee who has brought more business to the branch is recognized as the best salesperson of the month.
  5. Award functions are conducted annually and awards are rewarded to the teams who have done well on region and also the all-island basis, they are also offered foreign tours on free of cost.
  6. Fixed bonuses and performance-based bonuses are paid on 1st and 4th quarter of every year.
  7. Incentives are rewarded for the teams and individual who have done their targets above the expected level annually.
  8. Employees are rewarded Payments are given for unutilized leaves at the end of the year.
  9. Transport facilities are provided for employees who are being called to work before working hours and allowances such as tea allowances, disturbance allowances are provided to them.
  10. Employees who are working outstation are given a payment for transport in addition to their monthly wages.
  11. All the employees of the organization are entitled to a medical claim for each year and health insurance scheme including their immediate family members
Key drivers of Employee Engagement

Marciano (2010) acclaimed RESPECT Model which gives specific, low cost, turnkey solutions and action plans based on seven key drivers of employee engagement that are proven by decades of research and practices that will empower to assess, troubleshoot and resolve engagement issues at the workplace. Following are the key factors he discussed.

  1. Recognition and acknowledgment of employees' contributions
  2. Empowerment via tools, resources, and information that set employees up to succeed
  3. Supportive feedback through ongoing performance coaching and mentoring
  4. Partnering to encourage and foster collaborative working relationships
  5. Expectations that set clear, challenging, and attainable performance goals
  6. Consideration that lets employees know that they are cared about
  7. Trust in your employees' abilities, Recognition skills, and judgment

Figure 02: RESPECT model


Source: Marciano, (n.d.)

References

·       Brun, J., and Dugas, N., 2008. An analysis of employee recognition: Perspectives on human resources practices. The International Journal of Human Resource Management, 19(4), pp.716-730.

·    Maire, K. and Nick, O., Collective and Individual Improvement Activities: the Role of Reward Systems, Personal Review, 2002, PP.320-337.

·     Marciano, P., 2010. Carrots And Sticks Don't Work. pp.79-81.

·  Paul, M., n.d. Leading With RESPECT™ By  Dr. Paul L. Marciano.. [online] Available at: <https://slideplayer.com/slide/14258283/>.

·  Perry J., & Wise L. The Motivational Bases of Public Service Public Administration Review,1999, 50(3):367-373.

·     Safiullah, A. (2014). Impact of Rewards on Employee Motivation of the Telecommunication Industry of Bangladesh: An Empirical Study. IOSR Journal of Business and Management, 16(12), pp.22-24.

·   Silverman, M. (2004). Non-Financial Recognition: Most Effective Of Reward?. 1st ed. Brighton: Institute For Employment Studies, pp.4.

·   Tausif, M. (2012). Influence of Non-Financial Rewards on Job Satisfaction: A Case Study of Educational Sector of Pakistan, Asian Journal of Management Research, 2(2) 688-696.

·    Yang Jie, Jiang Yanyuan. Analysis of Achievement Motivation of College Student. Peking University Education Review, 2010, 8(1): 63-69.

Yousaf, S., Latif, M., Aslam, S. and Saddiqui, A. (2014). Impact of Financial and Non Financial Rewards on Employee Motivation. Middle-East Journal of Scientific Research, 21(10), pp.1776-1780.





Comments

  1. Duminda Perera6 May 2021 at 13:57

    Agreed and further, Motivation is concerned with the factors that influence people to behave in certain ways. The three components of motivation as listed by Arnold et al (1991) are:
    ● direction – what a person is trying to do;
    ● effort – how hard a person is trying;
    ● persistence – how long a person keeps on trying.

    ReplyDelete
    Replies
    1. Pernalla Vincent8 May 2021 at 20:59

      Definitely Duminda, Adding further A .Jain et al, (2019) states that motivation is a factor that encourages employees to give their best to the organization and achieving business objectives also a positive inspiration will empower employee effectiveness where as a negative inspiration can destroy it.

      Delete
  2. Treva Patterson6 May 2021 at 21:59

    In addition to your argument, wish to state as per Vance (2006), commitments require an investment of time as well as mental and emotional energy, most people make them with the expectation of reciprocation. That is, people assume that in exchange for their commitment, they will get something of value in return – such as favors, affection, gifts, attention, goods, money and property.

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    Replies
    1. Pernalla Vincent8 May 2021 at 21:04

      Thankyou for adding a valid point Treva, Further S. J. Skripak (2016) has said efforts on achieving specific goals are much focused by the employees when they are highly motivated, and it is the duty of the manager to get the employees try to do the best through motivating them and when employees feel so they become more proactive and productive and even they are most likely to convey bad attitudes toward customers and co workers.

      Delete
  3. Indeevari Ratnayake10 May 2021 at 15:55

    Agreed Pernalla, and further according to R. J. Vance (2006) employee engagement is more complex than it may appear on the surface. Organizations define and measure engagement in a variety of different ways, suggesting there is no one “right” or “best” way to define or stimulate engagement in your workforce. The decision to invest in strengthening engagement or commitment (or both) depends on an organization’s strategy and the makeup of its workforce.

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    Replies
    1. Pernalla Vincent10 May 2021 at 19:59

      Yes Indeevari, Employees act more motivated when they are involved in implementation of strategic plans and committed towards the achievement of objectives as they are well motivated by the organizations and they tend to give positive return to the organization (Martin and Thompson, 2010).

      Delete
  4. Sandun Madusanka14 May 2021 at 01:09

    Exactly,Many organization still fail to gain the anticipated results of employee engagement due to lack of awareness about the affecting factors, there are key predictors of employee engagement, career development, employee empowerment, interpersonal relationships, communication, leadership, organizational culture, job design, compensation system, performance management, and individual factors like extraversion, carefulness and positive affectivity(Tewari,2020).

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    Replies
    1. Pernalla Vincent14 May 2021 at 10:20

      Reward system has a positive significant relationship with employee satisfaction. Payment factor is highly affected on employee satisfaction and employees are less motivated by less reward recognition. There is also positive correlation between reward recognition respectively and motivation, satisfaction. (Ali and Ahmed, 2009).

      Delete
  5. Oshadee Wanasinghe14 May 2021 at 23:05

    Yes indeed Pernalla, both financial and non financial recognition is vital for employee motivation. Yousaf et al (2014) states that “the benefits that employee foresee for themselves and their families motivates the employee to give their best”. Both financial and non financial rewards have a positive relationship with employee motivation. However, the research done by Rakshana and Gaffoor (2014), revealed that that non financial motivation has a greater impact on employee performance than financial motivation.

    ReplyDelete
    Replies
    1. Pernalla Vincent14 May 2021 at 23:33

      Agree Oshadee, Appreciations and rewards are expected from the employee by the employee for the tasks completed by them, when the employer fail to have an equality pay, continuous training and development employee seems to be dissatisfied and they do not perform to the standards (Yousaf et al 2014).

      Delete
  6. Harsha Wijesinghe16 May 2021 at 08:07

    Agreed Pernella. Employee engagement is a passion and commitment that means a willingness to invest your energy and expand your discretion to help your employer succeed, not just simply satisfied with the employment arrangement or primarily loyal to the employer.(Blessing White, 2008; Macey and Schnieder, 2008).

    ReplyDelete
    Replies
    1. Pernalla Vincent16 May 2021 at 10:44

      Adding further Sadeghi and Pihie (2012) has stated that a bond between leader and employees is an essential element for engaging employees in an organization, which in other words can be said that a good bond between the top management and the employees will positively influence in productivity.

      Delete

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