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
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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.

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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.