Employee Motivation in Profit and Charitable †MyAssignmenthelp.com

Question: Discuss about the Employee Motivation in Profit and Charitable. Answer: Introduction: The discussion considers several theories such as Herzberg and Maslows theories of motivation. This report shall also help in understanding the difference in motivating employees for the profit and non-profit organizationss. The scope of the review This literature review has the scope in explaining the discussion forum, the common themes discussed are job satisfaction, organizational culture, personality, motivational theories, team role and cohesiveness and change management. Eight valid reviews on the literature review topic is selected to analyse the literature present on this topic. Certain theries and concepts regarding thee topic is gathered from the week reviews. Employee motivation can be defined as the level of commitment and creativity which acts as an internal drive influencing employees behavior. The non-profit organization human resources are the core value as such organizations have no other resources (e.g. financial resources) available to them (Miner 2015). Usually, managers spend most of their time in managing the people as they are the basic production input. Every organization intends to create a motivating atmosphere in the organization that must be satisfying intrinsically and extrinsically. This discussion is regarding the employee motivation in non-profit organization where there are limited financial resources to satisfy or motivate the employees. This discussion specifically relates to the satisfaction of employees at charitable an d profit organizations (Chow, Lai and Loi 2015). According to Feng et al. (2016) the motivation can be understood as the willingness to exert increased levels of effort in attaining organizational goals conditioned by efforts capability in order to satisfy the companys needs. Gerhards (2015) revealed the most effective ways in which the profit and charitable companies can maintain competent management and leadership. The companies can also retain its talent to attain intangible advantages such as recognition, flexible hours and respect along with offering important training and career development. Reinforcement theory is observed to be another employee motivation theory that is applicable in both the profit and charitable organizations. Hauser (2014) supported this fact through revealing that in this theory behavior is a function of its consequences. The factors that controls employee behaviors are described as reinforces that can be understood as consequences flowed by a response which increases probability of a repeating behavior. In contrast, Fang et al. (2016) explained in their research that several charitable organizations including NGOs consider implementing operating conditioning that is an employee behaviorism theory. The operant conditioning employee behavior motivation theory is implemented by most charitable companies in which this organization ensures that a type of conditioning is in which desired voluntary behavior results in reward or helps in preventing punishment. Through observing the motivational factors of employees in NGOs it has been observed that there are two types of reinforces or outcomes that includes positive and negative reinforcement. Positive reinforcement is understood as an event that is employed by most charitable companies in increasing the occurrence of certain responses. On the other hand, negative reinforcement is observed to be certain event when removed enhances the response frequency. Considering the same, Hauser (2014) evidenced that in order to maintain desired behavior of the employees certain profit organizations considers elimination of a response because of reinforcement discontinuation. They also consider continuous reinforcement in which these profit organizations can praise all its employees for all the correct responses. Moreover, partial reinforcement is also maintained by the profit organizations in which they consider rewarding their employees in a variable or non-continuous manner. Mostafa, Gould?Williams and Bottomley (2015) explained in their research that equity theory is highly implemented within the charitable organizations in which the employee compares their job outcomes or inputs in comparison to relevant others and then considers correcting for any inequity. There are certain choices selected by the charitable organizations in dealing with inequity. These choices include changing inputs or shack off, change outcomes or increasing output and through changing self perceptions. Moreover, several profit organizations also consider certain choices in order to deal with inequity that includes changing the perception of others, selecting a different referent person and leaving the field or job. Considering such scenario, Mustafa, Gould?Williams and Bottomed (2015) revealed in consideration to previous literature that there are certain propositions related to inequitable pay. Over-rewarded hourly employees produce more than equitability rewarded employees and the over rewarded price work employees produces less but does a better quality piece work. It is also gathered that over-rewarded hourly employees to produce lower work quality. In addition, the under rewarded employees are deemed to produce increased quantities of inferior quality piece work in comparison to equitably rewarded employees. Previous literature on expectancy theory focused on by Hauser (2014) gathered that an individual is likely to act in a particular manner relied on the expectation that some act will be followed by a particular outcome and on the attractiveness of such outcome to the individual. Considering the same, the charitable organizations intend to maintain effort performance linkage, performance reward linkage as well as attractiveness of the work performed by employees in the company. It has been evidenced that in the profit organizations attempts to maintain effort performance relationship. There is a probability that exerting a desired amount of effort can result in improved employee performance. On the other hand, the profit organizations attempts to maintain performance reward relationship that has a belief that performing at a specific level can result in attainment of a desirable result. Certain other hygiene factors that are maintained by charitable organizations in increasing their job satisfaction includes salary, relationship with the peers, personal life, relationship with the subordinates, status along with security. Pinder (2014) elaborated in their research that there are certain motivators used by both the charitable as well as profit organization in order to increase job satisfaction for its employees. These motivators include feeling of achievement, recognition by accomplishments, and the work of employees, increased responsibility, increased growth opportunities and the efficient advancement opportunities. Hauser (2014) evidenced in their research about the effectiveness and implementation of achievement motivation theory within the profit as well as charitable organizations. Most of the profit organizations understand the need for achievement (nArch) and for this reason they consider increase employees drive to excel in their respective work. These compa nies make sure that they perform in compliance with the set of standards along with having an increased drive to succeed. The profit organizations increase the need for power (nPow) among its employees in order to make them behave in a manner that they would not have otherwise behaved. Need for affiliation (nAff) is also maintained by the several charitable organizations in which they try to motivate employees in maintaining friendly and close interpersonal relationships. Feng et al. (2016) revealed in their research that the achievers in both the charitable and profit companies prefer jobs that provide personal responsibility, feedback along with moderate risks. Lau and Roopnarain (2014) explained in their research that observational learning is also an effective type of employee motivation theory in which employees within the profit organizations can learn through simply observing the behavior of employees. At the time the task within a profit organization is simple, implementation of organizational learning process is can be immediate and complete. Considering the same, it can be said that in order to enhance the ability to generate such behavior the employees in the profit organizations must be able to perform the act. For doing the same, there must be certain motivation factor for these employees such as rewards so that they can perform their assigned work in a satisfied manner. Previous research conducted by Lau and Roopnarain (2014) on goal setting theory explained that there should be difficult and specific goals with goal feedback that can result in higher performance of employees within profit as well as the charitable organizations . Most of the profit organizations these days focus on maintaining self efficacy that considers employees belief that they are capable of carrying out some assigned tasks. Considering the same, it can be said that the profit organizations are more likely to attain a common organizational goal in order to attain high self efficacy. On the other hand, the charitable organizations attempts to increase self efficacy through task master by means of performance attainment. The profit organizations also take into consideration to maintain vicarious experience of observing others to perform in a similar manner along with the verbal persuasion in increasing self efficacy among employees. Mostafa, Gould?Williams and Bottomley (2015) explained in their research that equity theory is highly implemented within the charitable organizations in which the employee compares their job outcomes or inputs in comparison to relevant others and then considers correcting for any inequity. There are certain choices selected by the charitable organizations in dealing with inequity. These choices include changing inputs or shack off, change outcomes or increasing output and through changing self perceptions. Moreover, several profit organizations also consider certain choices in order to deal with inequity that includes changing the perception of others, selecting a different referent person and leaving the field or job. Considering such scenario, Mustafa, Gould?Williams and Bottomed (2015) revealed in consideration to previous literature that there are certain propositions related to inequitable pay. Over-rewarded hourly employees produce more than equitability rewarded employees and the over rewarded price work employees produces less but does a better quality piece work. It is also gathered that over-rewarded hourly employees to produce lower work quality. In addition, the under rewarded employees are deemed to produce increased quantities of inferior quality piece work in comparison to equitably rewarded employees. The profit organizations are also observed to offer tangible benefits such as mobile phone, laptop and cars along with providing competitive salaries and cash bonuses in order to increase motivation of its employees that can retain them for years. Previous researches of Miner (2015) revealed effectiveness of several employee motivation theories that can increase their motivation within the company and can remain them for years. One of these motivational theories that are explained by these researchers is Herzbergs Two-Factor (Motivation-Hygiene) Theory. In this theory the intrinsic factors are deemed to be associated with job satisfaction and the extrinsic factors are deemed to be related with dissatisfaction. In the charitable organizations, existence of certain hygiene factors are observed that includes factors like company policy and administration, supervision along with salary that is suitable for a job and related employees. Most of the charitable organizations have observed th at if they maintain thee factors effectively, most of them will not be satisfied. Previous research on two factor theory conducted by Lau and Roopnarain (2014) elaborated that there are hygiene factors and motivators that are responsible for job satisfaction within the profit organizations. Few of those hygiene factors that are maintained by the profit organizations to increase employee job satisfaction include supervision, company policy, and relationship with the supervisor and working conditions. Mostafa, Gould?Williams and Bottomley (2015) presented a research based on rewards personal goals relationship in which most of the charitable organizations considers the degree to which the rewards offered by companies satisfies goals or needs of employees. In this theory the intrinsic factors are deemed to be associated with job satisfaction and the extrinsic factors are deemed to be related with dissatisfaction. For such reasons, the NGOs as well as the profit organizations must consider recognizing individual differences and must individualize awards linking with performance in maintaining increased employee motivation. Conclusion The objective of this essay was to reveal the employee motivation factors within charitable and profit organizations. It is gathered from the essay that organizations must provide flexible working hours to its employees for increasing employee engagement. However, it is argued that Maslows hierarchy of needs may be inverted or un-sequential; esteem and self-actualization needs may be of same significance as lower needs physiological and safety needs. The Herzbergs two-factor theory states the two factors- satisfiers and dissatisfies that motivate employees (Shields et al. 2015). The satisfiers can be defined as the motivators associated with maintenance or hygiene such as responsibility, recognition, achievement and others. The dissatisfaction factors are the extrinsic motivators based on the work environment such as working conditions, peers, salary and others. An organization can be really frustrating if the administrative policies and procedures are unclear. It is argued that the NGOs are not provided with financial incentives that are seen in the case of organizations with financial motive. The factors like good salary and healthy working atmosphere is crucial for the employees (Van den Broeck et al. 2016). However, there is absence of possibility to make a difference and seeing the outcomes of the work in the profit making organizations. It may be argued that the two main factors as stated above are considered by the NGOs. The non-profit organizations do not have big budgets and their spending is scrutinized in a manner that the profit making organizations cannot imagine. The rewards are not always about the money. The non-profit making organizations can capitalize on formal mentorship programs, recognition programs and fostering a culture of trust and empowerment. Rewards encourage the employees to do the right things that would also help them grow professionally. According to the equity theory of motivation, the individual motivation level is correlated to his perception of equity, justice and fairness (Njoroge and Yazdanifard 2014). It also describes the way in which he is fairly treated. The inputs include all rich elements such as experience, loyalty, effort and commitment. The outcome can be defined as the rewards they receive from the jobs such as fringe benefit, job security and social rewards. The employees may be over-rewarded that might lead to an imbalance in the relationship. If the employees sense equity, they shall be motivated to continue working at the same job and level. Lastly, if the employees feel unrewarded, they may reduce their contribution in the organization. Gaps or areas of future research Previous literature on expectancy theory failed to focus on by Hauser (2014) gathered that an individual is likely to act in a particular manner relied on the expectation that some act will be followed by a particular outcome and on the attractiveness of such outcome to the individual. Considering the same, the future research will focus on analyzing the charitable organizations intend to maintain effort performance linkage, performance reward linkage as well as attractiveness of the work performed by employees in the company. It has been evidenced that in the profit organizations attempts to maintain effort performance relationship. There is a probability that exerting a desired amount of effort can result in improved employee performance. On the other hand, the profit organizations attempt to maintain performance reward relationship that has a belief that performing at a specific level can result in attainment of a desirable result. The objective of this essay was to reveal the employee motivation factors within charitable and profit organizations. It is gathered from the essay that organizations must provide flexible working hours to its employees for increasing employee engagement. Many organizations require their employees to work during peak hours. However, they may be flexible to provide ease to the employees. Apart from the regular schedule, innovation days must be set so that the employees take spaces from their work. They must be allowed to tackle projects on their own. Reimbursement for recreational activities such as yoga, gym memberships and others may be provided that would add to fringe benefits. They may be given holidays from their uniforms so that they feel relaxed from the formalities. An atmosphere must be created so that the employees have a work-life balance and they can leave early from work. The companies may run employee referral programs where the best employees may be hired through refer rals. Working at a charity provides the employees with flexible and varied roles. The role opportunities are incredibly diverse that offer unique pathways for the ones who are open to new possibilities. An unfortunate perception might be that charity work is less competitive for skills. Charities addressing public health or specific causes touching a wider mainstream consciousness place big emphasis on skilled expertise. The organizations value its employees relentlessly for pursuing the cause. References Bassous, M., 2015. What are the factors that affect worker motivation in faith-based nonprofit organizations?.VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations,26(1), pp.355-381. Chow, C.W., Lai, J.Y. and Loi, R., 2015. 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