Employee motivation today is an indispensable tool in the human resource management of any company. Motivational theory is studied to increase productivity and increase job satisfaction. The tools aimed at this include both concrete financial incentives and intangible and moral benefits. There are four main types of employee motivation: reward, compensation, incentive, and recognition. According to the empirical study by Jamal Ali and Anwar (2021), all these techniques’ influences are approximately equally significant in increasing employee satisfaction and motivation. Thus, we can tentatively conclude that the better the company uses the balance of the indicated practices, the more efficiently it will be able to manage and retain human resources.
The article by Jamal Ali and Anwar (2021) also has some valuable findings worth sharing. First of all, when designing a compensation and reward strategy, it is essential to incorporate principles of fairness and consistency. Hence, the system should be oriented toward providing a safe and collaborative atmosphere within a company. Moreover, the motivation plan is recommended to align with the organizational culture and values to involve and unite people. Such an approach would enhance the so-called intrinsic motivation. Furthermore, intrinsic motivation can be developed by integrating responsibility, career opportunities, learning tools, and freedom to act into a certain job content (Jamal Ali & Anwar, 2021). Overall, both financial compensation and intangible benefits influence employees’ engagement and satisfaction and lead to a higher organization’s performance.
To illustrate some motivation techniques, I will share my professional experience. At the previous place of work, the company’s management regularly held department meetings, at which, in addition to news and achievements of the organization, the most proactive employees were recognized. At monthly meetings, the people who showed themselves the best (in terms of high growth in sales or a completed project) received public recognition and applause. Financial gains in salaries also accompanied the remarkable achievements. Annual meetings were held specifically to distribute awards to the most effective employees. Such people were selected not only based on the list of successful projects but also on the feedback forms that colleagues made about each other. Gifts at such awards could be pretty valuable, and many employees wanted to receive prizes. The atmosphere of recognition and the desire of colleagues to stand out motivated me the most. Collecting feedback about the team and the work in general created an open and transparent atmosphere in which your opinion was heard – this satisfied me with what I was doing.
Reference
Jamal Ali, B., & Anwar, G. (2021). An empirical study of employees’ motivation and its influence on job satisfaction. International Journal of Engineering, Business, and Management, 5(2), 21–30. Web.