Relation between Involvement and Motivation in Employees - A Differential Study between IT and Manufacturing Industries

There are as many different methods of motivating employees today as there are companies operating in the global business environment. Still, some strategies are prevalent across all organizations striving to improve employee motivation. The best employee motivation efforts will focus on what the employees deem to be important. It may be that employees within the same department of the same organization will have different motivators. Many organizations today find that flexibility in job design and reward systems has resulted in employees ' increased longevity with the company, improved productivity, and better morale.

Porter and miles (1974) proved that the motivation energises, directs and sustains behaviour. They also identified four factor/variables namely individual characteristics, job characteristics, work environment and the external environment. If motivation is to be affected, one or more of these variables must be changed or affected.

The worker can diminish word related worry by considering the individual environment (P-E) fit hypothesis, proposed by French et al. (1974). As indicated by this hypothesis, poor fit or rebel amongst worker and his work and environment brings about mental anxiety and wellbeing strain. This hypothesis depends on the presumption that individuals fluctuate in their necessities, desires and capacities similarly as employments change in their prerequisite, requests and impetuses. At the point when there is poor fit between the attributes of the representative and of the occupation, P-E fit hypothesis predicts that the worker's prosperity will be influenced. In this hypothesis the fit is not one-sided. It is fairly two-sided fit amongst worker and his employment. Both ought to fulfill each other's requests or desires. Poor or lacking supply from either side would bring about anxiety. One type of fit includes the error between the need and goal of the representative and supplies in the occupation and environment to address his issues and objectives. A decent P-E fit happens when the provisions in nature (i.e., cash, bolster from managers and partners, chance to fulfill requirements for connection, power and accomplishment) are adequate to fulfill the intentions of the

Job dissatisfaction can come from “inadequate remuneration, increased workload, lack of career advancement, professional recognition, work policies, and the job insecurity” (Basak, S. K., 2014). For this discussion board post I chose deviant workplace behavior as well as affective and behavioral components. While they may be different, they both equally affect dissatisfaction.

Besides employee obligations that come with a job, perhaps the best factor that impacts worker inspiration and pleasure, and how effective they are, is their workplace. Remarkably so, if a workplace is ‘right' and an employee fits well into the organization’s lifestyle, one is on good conditions with superiors, colleagues and co-workers, and one feels safe operating in the workplace then the services offered by such an employee are of high quality. In addition, the attitude of such an employee will be business-oriented and produce top notch services. Businesses need to make and develop a proper and balanced workplace to be able to be able to entice the best skills and maintain their employees (Bakker, 2011). Employees will reduce absenteeism,

New employees are encourage to become growth orientated learners, competitive winners, and humble servants. By understanding and following these values one can truly grow.

Positive work environment: a culture where junior employees are given fair amount of responsibility and are allowed to challenge themselves is one where employees are more enthused to work and enjoy what they do.

Kelleher (1996) list nine elements that directly impact the work environment: excessive workload, inadequate time to complete the assigned task, poor supervision, uncertain organizational climate, insufficient authority to meet job responsibilities, unclear responsibilities or job functions, philosophical differences between the organization and employee, unexpected or significant change at work or at home, and unanswered or unresolved frustrations.

A supportive work climate motivates the staff to put forth the extra effort, utilizing his or her capabilities to not only pursue their goals but also strive toward

The question was broad. The data was hard to group into actionable categories since the range of answers were vast; three categories seemed to emerge: job design, atmosphere or working environment, and benefits or compensation. Even though the survey resulted in more descriptions of a boring work environment, some subjects responded that the environment was busy and crazy at times. (Zemke and Kramlinger, 1982; Clardy, 1997; Phillips, 1991; Rossett, 1987)

The job characteristics model is one of the most influential attempts to design jobs with increased motivational properties. Proposed by Hackman and Oldham, the model describes five core job dimensions leading to three critical psychological states, resulting in work-related outcomes.

Once I would like to start off explaining what motivation in the workplace. Motivation is an employee 's intrinsic enthusiasm about and drive to accomplish activities related to work. Motivation is that internal drive that causes an individual to decide to take action. The five job related factors that can hinder motivation in the workplace are (1) Inadequate Job Skills, (2) Opportunity for Advancement, (3) Overwork, (4) Respect from Co-worker, and (5) Job security.

It was argued that these 5 core job characteristics influence three critical psychological states (experiences meaningfulness of work, experienced responsibility of work and knowledge of work outcomes), which, in turn, increases the outcome of; work motivation, growth satisfaction, general job satisfaction, and work effectiveness (Hackman and Lawler, 1971). Hackman and Oldham (1976) argued that knowledge and skill, growth need strength and context satisfactions moderate the relationship between the five core job characteristics and the critical psychological states, as well as the relationship between the critical psychological states and the work outcomes (Fried and Ferris, 1987).

Industrial/Organizational (I/O) Psychology is devoted to the study of employee behavior in the workplace and understanding the issues facing organizations and employees in today’s complex and ever changing environment. Motivation refers to the set of forces that influence people to choose various behaviors among several alternatives available to them. An organization depends on the ability of management to provide a positive, fostering and motivating environment for its employees in order to increase profits, productivity and lower turnover rates of its employees. The purpose of this paper is to discuss and compare six academic journal articles and explore the behavior, job, and need based theories of motivation that can aid management in motivating and understanding their employees. Finding that delicate balance to can sometimes be elusive so effectively learning how to motivate by understanding, controlling and influencing factors to manipulate behavior and choices that are available to employees can produce the desired outcome.

Thus, for instance, research, dedicated to job characteristics and carried out in correlation with working place projecting, testify that the very content of work and autonomy by its implementation represent two most important motivation factors correlated with labor. As research indicated, other main components of job satisfaction are interesting and difficult job without time for tedium and job giving a man one certain status.4