Understanding employee motivation in consumer durable industry

 Current market conditions are fast-changing and the organizations which are adaptable to the change are the one going to survive. Organizations need to implement strategies to endure the challenges and competition, and the one which can survive will be sustained longer than others (Varma 2017). To survive in current market situations the organizations and cooperates dependent on maximizing profits from existing capabilities, while recognizing and adjusting the day to day market challengers (Kortmann et.al, 2014). Considering existing capabilities, the cooperates are much more interested and engaged with their employees to increases the organizational performance. Few organizations believe that the employees are their main and important assets which can lead them to success until the employees of any are satisfied or motivated for the task fulfillment and goals achievement of the organization (Manzoor 2012).

Motivation is “The willingness to do something conditioned upon the action’s ability to satisfy some need for the individual” (Robbins and DeCenzo 2007, p. 217). Motivation is the reason individuals or group's actions, willingness, goal-oriented which defines as the need for satisfaction. These needs could be wants or desires and will help to overcome the difficulties and to face the challenges (VandeWalle 2003). To motivate employees, the organization or cooperate leaders must focus more on identifying the needs and wants of the employee seek to satisfy in terms of job and personal. The core factor which will inspire employees to provide better service, to achieve corporate goals, innovation, or to increases productivity is to keep the subordinates happy and motivated and it will boost the company performance in overall aspects (Varma 2017).

The MARS model (Illustrate in figure 01) will help to understand the behavior and results of an individual. The model provides the main four ingredients that directly influence the behavior and resulting performance of the individual (McShane, Von Glinow 2004). If any factor weaknesses, individual performances will decrease.

Figure 01: MARS model

McShane, Von Glinow 2004,

The main three functional factors for job performance describes as motivation, ability and environment (Figure 02) by Mitchell, T. R. (1982)

Figure 02: Functional factors for job performance

Organizational Behavior, University of Minnesota Libraries Publishing 2017

 Motivation is one of the main factors which drive performance with ability and environment. A motivated employee will have the desire to achieve a certain performance level, leading to goal-directed behavior and a role model to subordinates (Mitchell  1982). A motivated employee has goals aligned with those of the organization and directs his/her efforts in that direction. These organizations are much more successful, as their employees continuously look for ways to improve their work to their full potential (Kalimullah, et al, 2010).

I am employed in a leading consumer durables company, and the current consumer durable market in Sri Lanka is more depend on customer service, product portfolio, reach, and ATL/ BTL activities to increases the market share. Considering the competitive market conditions the cooperated must involve and invest more in improving the performance of the employees to provide excellent customer service and in-house operations such as product development, marketing, and other supporting divisions. To overcome the challenges the corporate are currently backing the employees on improving ability, skills, and increasing the value additions such as bonus, salary, and work-life balance. A reward system, culture, job design, performance management, and resource allocation process are four of the employees’ basic emotional drives that are essential for any corporate (Nitin Nohria, Boris Groysberg, and Linda-Eling Lee 2008).

 

Reference

Ain Manzoor (2012) Impact of Employees Motivation on Organizational Effectiveness. Business Management and Strategy

Don VandeWalle (2003), A goal orientation model of feedback-seeking behavior. pp. 583-594

Dr. Chandrkant Varma (2017), Importance of employee motivation & job satisfaction for organizational performance. International Journal of Social Science & Interdisciplinary Research, pp. 10-13.

Kalimullah A. R., Yaghoubi N. M., Moloudi J., European Journal of Economics, Finance and Administrative Sciences 24 (2010) 165-171.

Kortmann, S., Gelhard, C., Zimmermann, C., & Piller, F. (2014). Linking strategic flexibility and operational efficiency: The mediating role of ambidextrous operational capabilities. Journal of Operations Management, 32, pp.475–490.

McShane, Von Glinow 2004, Organizational Behavior

Mitchell, T. R. (1982). Motivation: New directions for theory, research, and practice. Academy of Management Review, 7, pp.80–88

Nitin Nohria, Boris Groysberg, and Linda-Eling Lee (2008) Employee Motivation: A Powerful New Model , Harvard Business Review

Organizational Behavior , University of Minnesota Libraries Publishing 2017

Robbins, S.P., & DeCenzo, D.A. (2007). Supervision Today! Upper Saddle River, NJ: Pearson/Prentice Hall.