Employee Motivation at workplace

At the next level, the success of the relevant plans is not standardized. Most commonly, a series of factors appear – in the internal or the external organizational environment – which negatively influence the development of HR policies aiming to support employee motivation. Moreover, not all HR managers are able to face the challenges related to the increase of employee motivation at workplace. The use of well known theoretical models, like the one of Maslow or that of Herzberg, which have been developed in the specific field could increase the chances for success of the relevant plans. however, the result of these initiatives cannot be precisely estimated in advance. The proposed study will focus on the examination of the various aspects of employee motivation at the workplace. reference will be made to the role of the external organizational environment and specifically of the recession, in the mode and the performance of the HR policies aiming to support employee motivation at the workplace. Measures will be also suggested for managing the relevant risks and conflicts both in the short and the long term. The research employed in the study will be both primary and secondary – aiming to secure the credibility of the findings and of the assumptions made on the issues under discussion. Chapter One – Introduction 1.1 Background Since the appearance of employee motivation – approximately in the third quarter of the 20th century (Latham 2007, p.10) – as a key element of the organizational strategy, many efforts have been made for identifying the framework of policies, which could guarantee the increase of employee motivation even within difficult market conditions. The development of employee motivation at the workplace is usually achieved by providing specific rewards to employees. this is one of the main rules that HR managers use when having to deal with the specific problem. The importance of rewarding for supporting employee motivation at the workplace has been extensively highlighted in the literature. Reference can be made, for example, to the study of Thomas (2009) who emphasizes on the value of the ‘four-intrinsic rewards, i.e. of the choice, competence, meaningfulness and progress’ (Thomas, 2009, p.49) for increasing employee motivation at the workplace. Another similar study is that of Gitman et al. (2008) where emphasis is given on the value of praise and employee ownership for keeping employee motivation at high levels (Gitman et al. 2008, p.249). On the other hand, it cannot be doubted that the increase of employee motivation cannot be easily achieved. the use of certain theoretical models – the value of which has been tested and proved through the decades, increases the chances for the success of the relevant efforts. Reference can be made to the Management by Objectives (MBO) technique – as described in the study of Pride et al. (2009, p. 304), the Maslow’s Hierarchy of Needs theory (see the study of Lauby, 2005, p.1) and the Herzberg’