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A Framework for Employee Motivation
The document explores employee motivation, highlighting its significance in improving productivity and job performance, indicating that only 20% of employees feel adequately motivated. It reviews historical and contemporary trends in motivation strategies, focusing on intrinsic and extrinsic factors such as self-efficacy, recognition, and job security. A proposed framework suggests that effective motivation strategies balance short-term and long-term approaches to foster engagement and satisfaction among employees.
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A Framework for Employee Motivation
- 1. A Framework forEmployee Motivation Jennifer Edmonds, PhD Alexandra Hoops, MBA Ian Schreffler, MBA Wilkes University
- 2. Outline of Presentation •Research Abstract/Research Goals • Trends in Employee Motivation Research/Strategies • Employee Motivation Framework • Future Research
- 3. What is EmployeeMotivation? • the level of energy, commitment, and creativity that a company's workers bring to their jobs. • an intrinsic driving force that can also be influenced by external factors
- 4. Why Study EmployeeMotivation? • Only 20% of employees strongly agree that their performance is managed in a way that motivates them to do outstanding work. • Lost productivity from employees in the U.S. who are not engaged is between $960 billion and $1.2 trillion per year.
- 5. Employee Motivation Historical TraditionalContemporary 1900-1979 1980-1999 2000-present Trends in Employee Motivation Strategies
- 6. Origins of Employee MotivationStrategies Self-efficacy Self-actualization Challenging Work Interesting Work Goals Outcome-based Performance Recognition Communication Training Belongingness Job Security Rewards Equitable Pay Herzberg, 1968 Locke, 1978 Maslow, 1943 Vroom, 1970 Swanson, 1969 Maslow, 1943 Individual | Position | Manager | Organization
- 7. The Evolution ofEmployee Motivation Strategies Self-efficacy Challenging Work Interesting Work Goals Outcome-based Performance Appreciation Recognition Feedback Promotion Training Belongingness Job Security Rewards Good Pay Individual | Position | Manager | Organization adaptability, creativity personal goal-setting variety of tasks Baumeister & Leary, 1995 Locke & Latham, 1990 Wiley, 1995 Latham & Locke, 1990 Gully & Phillips, 1997
- 8. Current Employee Motivation Strategies Self-efficacy Purpose InterestingWork Job Description Goals Outcome-based Perf. Recognition Feedback Promotion Training Belongingness Job Security Individual | Position | Manager | Organization Rewards Equitable/Good Pay Benefits Org. Culture Fun Autonomy Supportive Work Env. Seppala, 2016 Lazaroui, 2015 Blasingame, 2015 Lazaroui, 2015 Nohria, Groysberg & Lee, 2008
- 10. Framework for Motivation Strategies IndividualThefoundation of employee motivation is intrinsic. Hoops, Schreffler, & Edmonds, 2017 Organization Manager Position Motivation strategies must strike a balance between short- and long-term approaches. SHORT-TERM LONG-TERM Self- Efficacy Interesting Work Belongingness Rewards Goals Job Security Recognition Self- Actualization
- 11. 1960s 1980s 2000s Promotion Appreciation Recognition Project-Based Performance Outcome-Based Performance Equitable GoodPay Good Pay Equitable Pay Trends in Motivation Strategies
- 12. Framework for Motivation Strategies Individual InterestingWork Belongingness Rewards Goals Job Security Recognition Hoops, Schreffler, & Edmonds, 2017 Organization Manager Position SHORT-TERM LONG-TERM Feedback Promotion Benefits Org. CultureSupportive Work Env. 1960s 1980s 2000sFun Purpose Self- Efficacy Interesting Work Belongingness Rewards Goals Job Security Recognition Self- Actualization