Conclusion

Maximum level of employees’ performance can lead the company to success. When employees are well motivated, they are more dedicated to the organization. Motivated employees are satisfied with their jobs and as a result of this, their productivity is higher than the unmotivated employees (Osterloh, et al., 2001).

Before creating a motivation plan, the company should analyze and evaluate each employee on individual basis.  All employees are not having the same attitude or behavior, therefore, it is vital to consider the diversity of employees’ needs which will be able to satisfy the whole group and not just the individual employee (Varma, 2017). Also  the  managers  and  the  supervisors  support  towards  encouraging  employee participation, mutual  commitment  and  understanding  of  the  diversity  issues  play  a  significant role in motivating and enabling performance (Snyder, et al., 2004).

According to Maslow hierarchy theory explained in one of my previous blog post, before developing on to meet higher level of the hierarchy, employees must be satisfied with lower level basic needs. When the basic needs are reasonably satisfied, employee will be able to concentrate on achieving the highest level called self-actualization (McLeod, 2020). In the company I work, there are large number of employees who are not receiving adequate income in order to satisfy their basic needs.

This factor has headed most of the employees to demotivation and dissatisfaction but still the employees retained in the company due to their personal commitments. However, the employees’ performance and work engagement are progressively sinking. Sometime employee dissatisfaction has badly affected on the customer satisfaction as well. Brown & Lam, (2008) provided an experimental evidence that there is strong relationship between customer satisfaction and employee job satisfaction. If the company further fail to eliminate the demotivation, it will be more effected on not just the customer service and also the growth of the company.

Herzberg’s two-factor theory defined hygiene and motivation factors decide the employees’ performance level and working attitudes (Robbins, 2009). The company I work, has not been able to deliver hygiene factors sufficiently. According to Herzberg’s two-factor theory which was explained in one of the above blog posts, the company’s employees are dissatisfied due to lack of hygiene factors such as company policy, sufficient salary, working conditions, promotions and job security.

As the first step, the company should enhance the hygiene factors in order to overcome the dissatisfaction within the employees. When the employees reached to a situation where they can satisfy with the hygiene factors the company can begin to provide motivation factors to motivate the employees. This will be helpful to increase the performance and productivity of the employees.  Motivating employees is the best tool for best performance and it will make company goals are achievable (Mohamud, et al., 2017).

Since I have been working for an event management organization, I have experienced how team work is crucial in this industry. In the company I work, team unity is gradually decreasing due to inequity benefits provided by the management. According to equity theory, Adams stated that if an employee perceive an inequity in the organization, the employee can limit his performance only to the level he consider (AlFayez, 2016). Even though, underpaid employees are adjusting their performance & productivity, still the management has not been able to identify these issues due to the lack of knowledge in human resource management.

Employees have even gone to the extent of comparing their outcome with benefits of other parallel organizations’ employees. Due to this reason they are being further demotivated and dissatisfied.  As a solution for this issue the company can introduce a proper and transparent motivation system which should base on the employees’ performance and skills. The ratio of employees’ contributions and outcome is the structure of equity theory in a workplace. Further, when the employee is fairly treated, he or she will not only be motivated but also maintain a good relationship with the co-workers and the organization (Ibinwangi, et al., 2016).

In additions to above information, the company which I work, has a shareholders systems approach where the management is more concern on increasing the profitability in the organization. When the company is having a shareholders-oriented system which gives highest priority to shareholders’ interest and benefits, in fact the management puts their fullest efforts on creating the maximum value for the shareholders (Smith, 2003). In this company, all the highest positions of the management is handled by the shareholders. This can be recognized as one of the significance reason for employees getting abnormally low benefits compared to the management. Reformation of management policies towards uplifting employees’ status will be helpful to overcome issues such as demotivation, dissatisfaction. Further, the company will be able to grow their profitability as a result of increasing the employees’ motivation, performance and productivity.

This blog posts have properly explained that the motivation of employees is a key to success in event management by using the motivation theories and my 10 years of experience in event management industry.

References

AlFayez, M. H., 2016. Meaning of Equity Theory and it is Prioritized by Leaders in Organizations. International Journal of Scientific & Engineering Research, 7(3), pp. 1420-1423.

Brown, S. P. & Lam, S. K., 2008. A Meta Analysis of Relationships Linking Employee Satisfaction to Customer Responses. Journal of Retailing, 84(3), pp. 243-255.

Ibinwangi, O. J., Chiekezie, O. & Comfort, C. N., 2016. Equity Theory of Motivation and Work Performance in Selected South East Universities. Reiko International Journal of Business and Finance, 8(4).

McLeod, S., 2020. Simply Psychology. [Online]
Available at: https://www.simplypsychology.org/maslow.html
[Accessed 5 June 2020].

Mohamud, S. A., Ibrahim, A. A. & Hussein, J. M., 2017. The Effect of Motivation on Employee Performance: Case Study in Hormuud Company in Mogadishu Somalia. International Journal of Development Research, 7(11), pp. 17009-17016.

Osterloh , M., Frey, B. & Frost, J., 2001. Managing Motivation, Organization and Governance. Journal of Management and Governance, Volume 5, pp. 231-239.

Robbins, S. P., 2009. Organizational Behaviour : International Version. 13th ed. Harlow: Pearson Education Limited.

Smith, H., 2003. The Shareholders vs. Stakeholders Debate. MIT Sloan Management Review, 44(4), pp. 85-91.

Snyder, L. B. et al., 2004. A Meta-Analysis of the Effect of Mediated Health Communication Campaigns on Behavior Change in the United States. J Health Commun, 9(1), pp. 71-96.

Taylor , F. W., 1911. The Principles of Scientific Management. s.l.:s.n.

Varma, C., 2017. Importance of Employee Motivation & Job Satisfaction for Organizational Performance. International Journal of Social Science & Interdisciplinary Research, 6(2), pp. 10-20.

 

 

Application of Motivation Theories to Event Management Industry - III

The Equity Theory 

Equity theory explains that employees are concerned not only the amount of benefits they receive for their efforts, but also with connection of the amount of benefits to what other employee receive (Armstrong, 2010).  

This theory provides description, forecast and governor on how employees develop perceptions of equality on the sharing of resources in organization (Eketu, 2018). When two people exchange something, there is a possibility that one or both will feel that the exchange was inequitable. “This is the case frequently when an individual exchanges his services for pay” (Adams, 1965).

Human resource management plays a main part in employees’ perceived equity of results (Folger & Cropanzano, 1994). Therefore, equity theory will be supportive to organization in observing what motivates employees (Berkotiz, 1987). When we discuss about motivation of employee in event management industry, the Equity Theory can be proposed as one of the most relevant theory.

According to (Adams, 1965), The Equity Theory of Motivation deals with the way of employees compare their values to other employees in the same situation based on their inputs and outcomes.

Inputs - effort, experience, education, loyalty, commitment.

Outcome – Salary, bonuses, annual holiday allowance, stock options, promotions, recognitions, Performance appraisals.

Application of Adam’s Equity Theory  

The organizations should treat their employees equally and fairly in order to get them motivated. Inequity has created a big impact in my current company which is one of the leading event management organization in Sri Lanka but still the management has not been able to recognize or analyze this issue. In fact the company does not measure this inequity issue as a reason for the employee dissatisfaction or demotivation in their most important department.

This company has been organizing lot of main exhibitions in Sri Lanka since 2002. Each exhibitions are headed and managed by individual project managers as show in figure 1.

                                               Figure 1: The event management structure of the company

According to the figure 1 all the project managers are having same responsibilities and work scope as mentioned below;

-       Marketing sponsorships and stalls

-       Budgeting and preparing income forecasts

-      Collecting stalls and sponsors payments

-  Managing the respective employees of the other department ex. Project admin, design, promotion and site management

-       Finding and coordinating with supplier’s ex. Logistics providers, media and venue providers.

-       Preparing and executing promotion plan

-       Approving all the promotional materials

-       Coordination with government and other association

-       Overall management of the event

In the company, the management has failed to create equity within the project management team.

Even though each project managers are having the same responsibilities and workload, the management is treating them differently. Some project managers are getting high salaries and other allowance but others are not receiving at least the half of their benefits. The project managers who over rewarded do not concern on the development of their respective events as they are comfortable with their benefits and not making efforts for giving the equal inputs to their outcome.

Underpaid project managers gradually decrease their inputs since the company does not give them the equal benefits compared to their inputs. Some under rewarded project managers have more responsibilities and events than the overpaid project managers although they are not benefited equally. Furthermore, some project managers have started comparing their salaries and benefits with other similar organizations’ employees and they have figured out that their benefits are very low when compared with other competitive organizations. During the past few years, the project management team’s productivity and work engagement has significantly gone down as a result of the discrepancy between their inputs and outcome. Most of the times inequities can subject to a rise in absenteeism and even resignation of a company (Greenberg, 1999). Inequity has not only caused demotivation within the company but also the unity of the team.

The company should take necessary action to restore the equity in project management department. Team work is one of the key factors to make an event success. If the management is further failing to create equity in the company, they will be unable to secure their current position in the industry. Moreover, the company can lose their most experience employees due to the inequity. 

References

Adams, J. S., 1965. Inequality in social exchange. Advances in Experimental Social Psychology, pp. 267-299.

Armstrong, M., 2010. A Handbook of Human Resource Management Practice. 10th ed. London: Kogan.

Berkotiz, 1987. Pay, equity, job gratification, and comparisons in pay satisfaction. Journal of Applied Psychology.

Eketu, C. A., 2018. Workplace Equity: Critique for Epistemological Usefulness. American Journal of Humanities and Social Sciences Research (AJHSSR), 2(7), pp. 15-19.

Folger, R. & Cropanzano, R., 1994. Organizational justice and human resource management. s.l.:Thousands Oak: Sage Publications.

Greenberg, J., 1999. Managing Behavior in Organizations. 2nd ed. New Jersey: Prentice Hall.

 

Application of Motivation Theories to Event Management Industry - II

Herzberg’s two-factor theory

Frederick Herzberg’s two-factor theory revealed that human’s behavior is influenced by two sets of factors which are the satisfaction factor and the dissatisfaction factor (Alshmemri, et al., 2017).

  Figure 1: Herzberg’s Two-Factor Theory (Zhou, 2017)

Based on the theory, Frederik Herzberg pointed out the two components which contribute to the state of satisfaction and dissatisfaction, called motivator factors and hygiene factors as show in figure 1 (Herzberg, 1987).

Motivator factors, including personal achievement, status, recognition, the work itself, responsibility, growth, promotion, and opportunity for advancement, are described as intrinsic factors (Herzberg, 1987).

Motivator Factors

Presence of motivator factors such as achievement, recognition, responsibility, advancement & personal growth will effect to employee motivation and absence of these motivation factors will not subject to employees’ dissatisfaction (Worlu & Chidozie, 2012).

Hygiene Factors

Hygiene factors includes; interpersonal relationships, company policies and administration, working conditions, quality of supervision, job security, salary, wages  and relationship with assistants (Ruthankoon & Ogunlana, 2003). Existence of hygiene will not motivate the employees but can prevent employees’ dissatisfaction. Moreover, when the hygiene factors are not present it will cause employee to become demotivated (Schermerhorn, et al., 2003).

Application of Herzberg’s Two-factor Theory

I have been working for a leading event management organization in Sri Lanka. Currently, there is no HR department or a HR manager in the company and all the HR roles are handled by the management. The management is not having a proper knowledge in HR practices and theories. The event management industry is considered as one of the tough occupations for its employees due to the nature of work. They are long working hours, deadlines, and unforeseen situations. My co-workers and colleagues are struggling to fulfill their basic needs due to insufficient income even though most of them are executive level employees. In addition to this, the company has neglected the significant of arranging hygiene factors within the organization and it has badly affected on employee motivation.

Following factors are not currently exist in the company and I would propose some suggestions to eliminate job dissatisfaction.

1. No proper salary increment system

In the company, the management has not carried out proper salary increment system. Some employees are given salary increment for improper time periods. The percentage also differ from employee to employee and this is not based on their seniority or performance.

Suggestion – Management should introduce proper increment system which should be transparent and fair for all departments.

2. No Employee Appraisal system

Even though the employee appraisal system is considered as one of the most important process for all organization, the company has not implemented it for last 8 years. Employees are not getting any opportunity to discuss about their achievements, problems, limitations with the management. Due to this situation, employee are dissatisfied with their jobs and they have less concern on improving of their work. In fact the employees are not interested on giving new ideas and innovations since the management does not appreciate or value the employees’ commitments on a regular basis.

Suggestion - The management should consult a third party resource and acquire the knowledge on how to carry out proper employee appraisal system. This will be helpful to develop employee’s engagement in their jobs. If the employees perceive that their hard work and new ideas are appreciated and valued by the management, they will start delivering their fullest contribution towards achieving the organization goals.

3. Lack of knowledge in HR management

The company is a service organization and it completely depends on human resources. Since the management is not having an appropriate understanding in HR management, many employees are facing lot of issues with their jobs. Some employees work over two to three weeks continuously with long hours but still the management does not consider on giving day off  of any reimbursement according to HR practices.

Suggestion – If the management is unable to form a separate HR department due to the cost factor and the scale of the organization. The company can appoint new employee who is qualified and experience in HR management. Furthermore the top management can attend seminars and workshops in human resource management. That will be the best way to solve HR problems in the company.

4. No incentive or reward system on employees’ achievements

The company’s main income sources are space hiring and sponsorship which is performed by the sales team. Management has given sales target for each events but when the employees reach their targets they won’t receive any incentives, commissions and rewards. This lead employees towards demotivation and certain employees may not give their maximum inputs. For the last few years, some events income is stagnated or growing rate has noticeably gone down.

Suggestion – Management can introduce a proper incentive and rewards system which should be based on the employees’ performance. This will definitely help to enhance the hygiene factors in the company.

When the company implements above system properly, hygiene factors will be enhanced and it will prevent employees from dissatisfaction. Further, existence of hygiene factors will not make employees motivated but will avoid dissatisfaction and at the same time that will be the beginning point of the motivation. However, motivation can be not created by improving this hygiene conditions (Huling, 2003).

 

References

 

Alshmemri, M., Shahwan-Akl, L. & Maude, P., 2017. Herzberg’s Two-Factor Theory. Life Science Journal, 14(5), pp. 12-16.

Herzberg, F., 1987. One more time: How do you motivate employees?. The United States of America: Harvard Business Review .

Huling, E., 2003. Rough Notes. Journal of Applied Psychology, 2(1), pp. 17-24.

Ruthankoon, R. & Ogunlana, S. O., 2003. Testing Herzberg’s Two-Factor Theory in the Thai Construction Industry. Engineering, Construction and Architectural, 10(5), pp. 333-342.

Schermerhorn, J. R., Hunt, J. G. & Osborn, R. N., 2003. Organizational Behavior. 8th ed. Hoboken: John Wiley&Sons, Inc.

Worlu, R. E. K. & Chidozie, F., 2012. The Validity of Herzberg’s Dual-Factor Theory on Job Satisfaction of Political Marketers. An International Multidisciplinary Journal, Ethiopia, 6(1), pp. 39-50.

Zhou, Z., 2017. HARPER ZHOU'S BLOG. [Online] Available at: https://blogs.ubc.ca/comm292ziqingzhou/2017/04/02/64/ [Accessed 28 May 2020].

 

 

 

Application of Motivation Theories to Event Management Industry - I

As per my experience in event management industry, I have noticed that event industry mostly depends on the middle and low level employees such as technician, data entry people, sales & marketing officers, accounts clerks, site officers, decorators, designers, promotion officers and labors. The majority of the employees in this industry engage in their respective occupation to satisfy their basic needs, unless the employee is in the managerial level or above. Further, the middle and low level employees are facing many difficulties due to various reasons such as insufficient income, Inflation, job security, long working hours, family matters. If employee’s occupation is unable to fulfill the basic needs, it make employees feel lacking and lead to depression, anxiety and finally employees get demotivated.

In this article, I have selected following theories which can be applicable for event management industry.

Abraham Maslow’s motivation theory

Maslow's hierarchy of needs is a motivational theory in psychology which is containing a five-level model of human needs, frequently described as hierarchical levels within a pyramid (McLeod, 2018).

“Maslow used the terms ‘physiological’, ‘safety’, ‘belongings’ and ‘love’, ‘esteem’, and ‘self-actualization’ to describe the pattern that human motivations generally move through. The goal of Maslow’s theory is to attain the highest level of stage: self-actualization needs” (McEwen & Wills, 2014).

Figure 1: Hierarchy of Needs (McLeod, 2020) 

Hierarchy of Needs (figure 1) starts with physiological needs. Physiological needs including the essential requirements for human survival such as breathing, food, water, sex, sleep, homeostasis, excretion (Aruma & Hanachor, 2017). When people are satisfied with their physiological needs the second attention will go towards the safety needs including the personal security: of body, health, employment, the family, property, and resources (Skemp-Arlt & Toupence, 2007).

After fulfilling physiological and safety needs the next level of hierarchy is love and belongings (Jerome, 2013). When physiological, safety & love/belonging needs are met the next stage is esteem needs. “All people in our society have a need or desire for a stable, firmly based, usually high evaluation of themselves, for self-respect, and for the esteem of others” (Maslow, 1954; Stephens, 2000).

People can reach the Self-actualization level when the all needs are fulfilled which is the highest level of the hierarchy & self-actualization is process of development (Fiedhawatie, 2013).

Application of Abraham Maslow’s motivation theory

As mentioned above, in event management industry most of the employees are working to assure their basic needs. Therefore the event management organization should give their first priority for satisfaction of the physiological, safety and needs of their employees. In event management industry, the middle and low level employees’ motivation can be identified as an important fact which has a direct impact the origination success.    

Esteem and self-actualization levels of the hierarchy are more applicable for the higher level employees such as managers and directors where they get an adequate income to satisfy their basic needs. This doesn’t mean that esteem and self-actualization level are not entirely related to low and middle level employees but always their first preference goes towards to basic needs. 

According to Maslow’s theory, it is compulsory for each organizations to provide reasonable salary and other rewards where the employees can satisfy their fundamental requirements with that. Furthermore, without satisfying the basic needs the employee motivation will be difficult for any organization. In fact they may not concern on the existent of higher level of needs like esteem and self-actualization if their basic needs are not fulfilled by their occupancy.  

References

Aruma, E. O. & Hanachor, M. E., 2017. Abraham Maslow’s Hierarchy of Needs and Assessment of Needs In Community Development. International Journal of Development and Economic Sustainability, 5(7), pp. 15-27.

Fiedhawatie, S. D., 2013. Maslow’s Hierarchy of Needs Manifested by The Main Character in The Forrest Gump the Movie, Malang: Study Program of English Department of Languages and Literature Faculty of Cultural Studies Universitas Brawijaya.

Jerome, N., 2013. Application of the Maslow’s hierarchy of need theory ; impacts and implications on organizational culture, human resource and employee’s performance. International Journal of Business and Management Invention, 2(3), pp. 39-45.

McEwen, M. & Wills, E. M., 2014. Theoretical Basis for Nursing. 4 ed. Philadelphia: Wolters Kluwer Health | Lippincott Williams & Wilkins.

McLeod, S., 2018. Maslow's Hierarchy of Needs. Simply Psychology, 21 May.

McLeod, S., 2020. Maslow's Hierarchy of Needs. Simply Psychology, 20 March.

Skemp-Arlt, K. M. & Toupence, R., 2007. The Administrator's Role in Employee Motivation. Coach & Athletic Director, February, pp. 28-34.

 

How Employee Motivation Can Effect on Event Management Industry

Motivation plays a vital part in any companies. It increases the productivity of employees and the organization’s objectives can be achieved in an effective way. “Ensuring employees are committed to their work and ensuring they deliver the best output by working to their full potential to help the organization reach the goal is a herculean task for a manager” (Maduka & Okafor, 2014).

Unmotivated employees’ impact on event management industry  

Hays & Hill, (1999) stated that it is difficult to make satisfied customers in service industry than the manufacturing industry since the employee directly interact with customer which caused inconsistency and untouchability of services. Hays & Hill, (1999) even claimed that employee motivation is essential elements of service quality which leads to consumer. Since the event management industry is also falling under service category, it is important to keep employees motivated as per motivation theories and methods. 

According to (Shone & Parry , 2004) the event management industry structure includes five main areas. Most of the event management organizations have separate departments for each areas which are mainly run by human resources. In this article, I have selected 3 main departments to emphasize the necessity of employee motivation in order to reach organization’s objectives. These three departments mostly depend on employee’s performance.   

Marketing & Sales Department

Marketing and sales department plays a major role in event management including;

- Event planning

- Promoting sponsorship, stalls and other income generating activities

- Collecting payments

- Innovations and new business opportunities 

Income generation is the most important thing in event management industry. The financial success of the organization is commonly depended on this factor. When event sales department’s employees are not performing well or underperform, the company revenue and productivity will be declined and it could be affected on the other departments as well. 

Event Administration Department

Traditionally, the responsibility of the event administration department is taking care of all the event correspondence being sent to the clients who have reserved functions (Hanchar, 2017). Furthermore, the event administration department perform followings duties; 

- Handling data bases and documentation

- Organizing and coordinating meetings

- Set up and running on work places

- Onsite registration and data base collection

The event management organization should take necessary action to motivate employees in event administration department. If the organization pay less attention on employee satisfaction it will badly effect on each events such as delays in communication and coordination with clients, lack of new data bases, incorrect information and documentation. 

Site Management and Logistic Department

This department can be called as the production house of the event management department they manage all the logistic arrangements and operational part of each events. This department needs skilled and hardworking employees to get better performance. Following tasks are performed by the site management and logistic departments.

- Finding and suggesting proper venues for events

- Coordinating with all suppliers and service providers

- Designing, executing and controlling the event production plan

- Set up and successfully complete the event according to the clients deadline

Employee motivation can be even crucial with site management and logistic department since it directly effect on the event success.  All employees of site management and logistics department should work together as a team in order to successfully complete an event. Sometime the certain events have to face unexpected circumstances due to supplier issues, logistics shortages and weather conditions at site. With these situations, the employees must put extra efforts and most of the time employees have to work tirelessly and continuously to finish the site set up and start the event. If the employees are not being motivated properly they can adjust their performance at a crucial situation and which may subject to event failure and effect on organization’s future actives as well.

Apart from the above mentioned departments, customer services is considered as another important area of event management industry. During and end of the event customers should feel that they received an excellent service from the event management organization. If the employees are not properly motivated in this department they can reduce their attention on the customers’ requirements. It may make the customers are unhappy with overall service given by the organization. When the employee is satisfied, it can passively influence on customers satisfaction in service sector (Harter, et al., 2002).

In addition to the above mentioned direct impact of demotivation, following consequences can also be occurred to each organizations.

- Unusual delays or frequent sick leave

- Less involvement in team work

- Mistakes or signs of carelessness

- Negative attitude and behaviors

- Bad comments about the organization 

References

Hanchar, T., 2017. All About Administration Procedures for Events. [Online] 

Available at: https://blog.gevme.com/all-about-administration-procedures-for-events/

[Accessed 13 May 2020].

Harter, J. K., Schmidt, F. L. & Hayes, T. L., 2002. Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis 87(2), 268- 279. Journal of Applied Psychology, 87(2), pp. 268-279.

Hays , J. M. & Hill, A. V., 1999. The market share impact of service failures. Production and Operations Management, 8(3), pp. 208-220.

Maduka, C. E. & Okafor, O., 2014. Effect of Motivation on Employee Productivity: A case study of Manufacturing Companies in Nnewi. International Journal of Managerial Studies and Research (IJMSR), 2(7), pp. 137-147.

Shone, A. & Parry , . B., 2004. Successful Event Management: A Practical Handbook. s.l.:Cengage Learning EMEA.

 

Motivation

Motivation 

Motivation is the force that energizes, directs and sustains behavior. It provides the personal and dynamic element in the concept of engagement (Armstrong , 2010). “Motivation” is about what we can give to a person now so that he or she will work better in the future (Trompenaars & Hampden-Turner, 1998).

Motivated employees are more engaged in their work (Rich , 2006), they are more strongly committed to their work, work longer hours, pick more challenging goals to achieve (Becker, et al., 2015). According to Armstrong & Taylor, (2014) they defines motivation as an influence on a persons’ psychology which leads them to behave towards a fixed direction. The concept motivation is derived from the Latin word "movere" which means to move (Huber , 2006).

According to Arnold et.al, (1991), the three main components of Motivation is as follows;

1. Direction - what a person is trying to do

Direction can describe as the goal set up by the organization to achieve through the employees’ efforts.  The direction should be able to give direction / guideline to employee.  

2. Effort - how hard a person is trying 

Effort can simply describe as the how hard an employee tries towards the direction. In fact, there is positive connection between employees’ efforts and expectation of a desired outcome.   

3. Persistence - how long a person keeps on trying

Persistence is the period with which an employee spends energy and effort towards the direction of goal. 

According to Armstrong & Taylor, ( 2014) employee motivation can be divided into intrinsic and extrinsic, which means a worker's motivation can emerge out of inside and outside sources.

1. Intrinsic Motivation

2 .Extrinsic Motivation

Intrinsic Motivation

Intrinsic motivation is defined as the doing of an activity for its inherent satisfaction rather than for some separable consequence (M. Ryan & L. Deci , 2000) .Conversely, an employee who is intrinsically motivated will inspire themselves to do well from a craving for acknowledgment, important work, freedom or some other inner factor. Intrinsically motivated individual has the desire to perform because the outcome is in line with his self-policies or fulfills a desire and therefore importance is attached to it. Intrinsic motivation reveals an individual’s core aspiration for meeting internal needs, and it originates from emotions (Qayyum & Sukirno, 2012). 

Extrinsic Motivation

Extrinsic motivation is a construct that pertains whenever an activity is done in order to attain some separable outcome. Extrinsic motivation thus contrasts with intrinsic motivation, which refers to doing an activity simply for the enjoyment of the activity itself, rather than its instrumental value (Ryan and Deci, 2000).

Extrinsic (external) motivation can occur when an employee is stimulated to work hard by external systems such as rewards, incentives, extra payment, promotion or punishment. Extrinsic outcomes are the rewards that are distributed by some external agent in the organization, where an example could be the monetary reward that an employee receives for putting in extra effort at work, job security, and promotions (Nasri & Charfeddine, 2012). For instance, a supervisor may give out an employee of the month grant or offer a reward to the most elevated performing specialist in an office.

References

Armstrong, M., 2010. Armstrong’s essential human resource management practice. Illustrated ed. s.l.:Kogan Page Publishers.

Armstrong, M. & Taylor, S., 2014. Armstrong's Handbook of Human Resource Management Practice. 13 ed. s.l.:Kogan Page.

Arnold, J., Robertson, I. T. & Cooper, C. L., 1991. Work psychology: understanding human behaviour in the workplace. Illustrated ed. Michigan: Pitman.

Becker, T., Kernan , M., Clark , K. & Klein , H., 2015. Dual commitments to organizations and professions: different motivational pathways to productivity. Journal of Management, 44(3), pp. 1202-1225.

Huber , D. L., 2006. Leadership and Nursing Care Management 3rd Edition. Third ed. s.l.:Saunders Elsevier.

M. Ryan, R. & L. Deci , E., 2000. Intrinsic and Extrinsic Motivations: Classic Definitions and New Directions. Contemporary Educational Psychology. Contemporary Educational Psychology, Issue 25, pp. 54-67.

Nasri, W. & Charfeddine, L., 2012. Motivating salespeople to contribute to marketing intelligence activities: An expectancy theory approach. International Journal of Marketing Studies, 4(1), p. 8.

Qayyum , A. & Sukirno, D., 2012. Motivation and the role of demographics: The banking industry of Pakistan. Global Business and Management Research: An International Journal , Volume 4.

Rich , B., 2006. Job engagement: construct validation and relationships with job satisfaction, job involvement, and intrinsic motivation., s.l.: University of Florida.

Trompenaars , F. & Hampden-Turner, C., 1998. Riding the waves of culture: Understanding cultural diversity in business. 3rd ed. s.l.:McGaw-Hill Companies.