Introduction - Employee Motivation

Once the employer has selected qualified applicants and provided adequate onboarding and training its really important to maintain the high level of productivity that was emphasized in training (Benson, 2018). Even after training is over one very important aspect of employee performance is the motivation to exert effort and strive for excellence (Benson, 2018). Its energizes or causes people to act and directs toward the attainment of specific goals. Well-motivated employees are strength to the organization and they become the success of the organization (Benson, 2018). Accordingly, every organization should give highest attentiveness to their employee’s motivation.

Getting people to do their best work, even in trying circumstances, is one of managers’ most enduring and slippery challenges (Nohria, 2008). The success of every business depends upon many factors but the most important factor that affects the business is its employees (Varma 2018). If the employees of a business are motivated towards organizational objective, the business can achieve its goals very easily (Varma, 2018). The job of any manager in an organization is to get things done through its employee and for the manager should be able to motivate employees (Varma, 2018). Motivation is a very important aspect of any work place, if the employees are not motivated then there is no job satisfaction and this leads to reduced productivity (Varma, 2018).

There are various definitions and theories for employee motivation. Pinder (2008), stated that the motivation can be explain as the method which reflect employee’s persistence, direction and intensity therefor, motivated employees deliver the maximum commitment to work.

The definition of motivation in relation with employee performance can be simply defined as the factors, elements, or eagerness which urge employee to pursue and accomplish job goals, tasks and be the reason why employee act and behave in a certain way which could be influenced (Illustrated in figure 1) below (Bao & Nizam, 2015).

Figure 1: Motivation and Employee Performance

(Source: Bao & Nizam, 2015). 

I worked in a health care sector company which related to eye care services in sri lanka. Company will motivate the staff with trainings and development through the Onsite academy and Learning management system. Also providing high salaries and recognition's among the staff. Internal job posting will be priorities before advertise in out sources.So the employee performance will be high with the motivation.                                                                              

References

Bao, Connie and Ismail Nizam (2015). “The Impact of Motivation on Employee Performance in The Electronics Industry in China.”  [Online]. Available from http://www.ftms.edu.my/journals/IJABM/Nov2015/ ,pp.30-31. [Accessed 19th March 2022].

Nitin Nohria, Boris Groysberg, and Linda-Eling Lee (2008) Employee Motivation a Powerful New Model Harvard business review, pp.1-2.

Pinder, C. C. (2008). Work Motivation in Organizational Behavior. London: Psychology Press. Second Edition.pp.9-11.

Varma, Chandrakant. (2018). Importance of Employee Motivation & Job Satisfaction for Organizational Performance.pp.11-12.  

Wendi L Benson (2018) Employee Motivation Theory (Need, Cognitive, Behavior, Job Design), Job Performance, & Satisfaction [online video] Available from https://www.youtube.com/watch?v=Zmt7Oa87VoA [Accessed 19 March 2022].

Factors Affecting Employee Motivation

 

There are number of factors that account for low job motivation. Therefore, managers are looking for solutions and techniques to increase their employee’s motivation (Hosseini, 2014). This can be done by reward payments, written acknowledgement, or job rotation. An awareness of individual differences can help managers to know their employees better and thus take some actions with the aim of meeting their needs, keeping in mind that some employees are more appropriate for sales jobs, some for administrative jobs, and some for-research works (Hosseini, 2014).

Money being the ultimate or sole motivating force was first proposed by Taylor (1911). With such misconception, certain managers either focus or tend to have a bias for monetary rewards (Cynthia, 2011). According to Sara et al (2004) Money is the main motivational factor, no other benefits come even close to it. Employees want to earn   good salary for their work load.

The success of every organization depends on its employee’s drive to thrive through their efforts, commitment, engagement, practice and persistence (Naile, 2014).  Thus, motivation is an important topic because leadership competencies include the ability to motivate employees as one of the crucial duties or jobs (Naile, 2014). Leadership begins with the initial effort made to recruit a new employee proceeds through the entire induction process and continues every day until the employee departs the organization. This process is cultivated by a manager/leader, motivating new employees and it highlights, once again, the importance of leadership to an organization (Naile, 2014).

Figure 1.0 Leadership styles and Motivation

Source: (Rajbanshi, 2020)

Figure1.0 illustrate how Laissez -faire, Transactional and Transformational leadership are related to employee attitude towards motivation. Here Laissez-faire, Transactional and Transformational leadership styles are the independent variables and Motivation is the dependent variable. Motivation of employees depends upon the kinds of leadership practiced on them, Laissez-faire, Transactional or Transformational (Rajbanshi, 2020).

 Video 1.0: Work related Factors that affect motivation

Source: (WorkSafe Victoria, 2020)

Video 1.0 illustrate external and internal motivation factors like Poor support, poor organizational change management, Organizational Justice, Role clarity, Workplace relationship, Law Recognition Reward, Remote and isolated work. Employer must provide and maintain a working environment that is safe and without risk to mental and physical health of the employee.

 In health care sectors which i worked some experienced staff retention is low due to some motivational issues.Due to the management policies some employees de motivated. Also due to the communications issues in departments new recruited staff turnover getting high. So company must look in to the factors affecting the motivation.

References

Cynthia, E. and Frank, K.D (2011) Rewards as Motivation for Employee Performance.[Online] Available from http://www.diva-portal.org/smash/get/diva2:832968/FULLTEXT01.pdf [Accessed 21 March 2022].

Hosseini, S. (2014) Factors Affecting Employee Motivation. Management and Administrative Sciences Review.[Online]. Available from https://www.academia.edu/download/44660271/252-557-1-SM.pdf [Accessed 21 March 2022].

Naile, I., & Selesho, J. (2014). The Role of Leadership in Employee Motivation. Mediterranean Journal of Social Sciences, 5(3), 175. [Online]. Available from https://www.mcser.org/journal/index.php/mjss/article/view/2131/2118. [Accessed 21 March 2022].

Rajbanshi, B. (2020) Impact of Laissez-Faire, Transactional and Transformational Leadership, JBFEM, 3(2), pp. 55-68.

Sara, P. (2004). Learning and skills for sustainable development: developing a sustainability literate society: guidance for higher education institutions, Forum for the Future.org

Risk Factors of De-Motivated Employees

 

Employees who have lack of motivation in the work places are a risk factor when it comes to executing day to day operations of the business (Reuben, 2017). Some employees are engaged in company equipment and tools on a daily basis, some of which need maximum attention and safety when using. So, it is the responsibility of the organization to have a well-balanced workforce of employees and their emotions as far as work issues are concerned.

1.Operational risks

    Poor quality work: In terms of quality outputs and results, disgruntled employees will not perform at their best hence produce shoddy products or services that will not be competitive in the market thereby costing an organization (Reuben, 2017).

  Toxic work environment: Demotivated employees tend to exude negative attitudes. The same attitudes tend to impact their interactions as well as their work ethics. Therefore, they will begin to be mean towards their colleagues resulting in other employees being offended. The working environment will be tense and therefore making it uncomfortable for other employees to complete their tasks efficiently (Maswabi, 2017).

    Excessive Absenteeism: If employees are dispirited, they do not enjoy going to work and will always be absent from work, resulting in the business under producing on a daily basis. This is very risky to the organization as there will be inadequate staff to perform the absent employee’s tasks therefore, forcing the available employees to do other employee’s work in addition to theirs. (Maswabi, 2017)

    Presenters: This is where by employees are present at work and yet not performing. The employees just come to work just to be seen by the employers but they do not do anything because they are demotivated, these will lead to the organization ‘s time and resources being wasted. Production will go down as the employees will be just in the work place to use the organization resources like, for example, the Internet, electricity, phones and others, yet not producing any outputs (Maswabi, 2017).

2. Personnel Risks

 It is the desire of organization to keep their staff for longer periods of time. Organizations spend a lot of money and time in training their employees. High staff turnover due to unhappy employees will cost the organization of all the spent resources. This will result in disruptions of organization’s operations as replacement of staff will be needed as well as more costs of another training for new employees. Strategic leadership is the critical point in achieving companies’ objectives. The negative side of leaders can jeopardize the firm's operations (Hogan, 2004).

3. Health Risks

Employees who are not entirely happy at work can have health problems including stress. Stress related illnesses will jeopardize wellness efforts in the work place of keeping healthy employees. Stressed and de-motivated employees may cause accidents at work when using machineries and other dangerous tools (Reuben, 2017).

4. Environmental Risks

Poor customer service, Demotivated employees include a lack of follow through, no reasonable and suitable explanations, rudeness when customers complain or enquire about something, ending up creating a bad reputation to the company (Maswabi, 2017). Employees who are not happy with the organization will manifest their dissatisfaction to the outside world. Customers are bound to experience unwelcoming acts of aggression and bitterness emanating from unhappy employees. Poor customer service will be the order of the day among employees which will end up tarnishing the name of the business (Reuben, 2017).

5. Financial Risks

Employees should add value to the organization. If employees do not produce enough work products to pay for their positions, they become an expense instead of an asset. As an organization, it is imperative to financially justify jobs added to the workforce that is, balancing the cost of staff members with the revenue their positions can generate (Maswabi, 2017). 

Many factors could reduce employee performance, such as practices restricted by their superiors the limits company policies and the physical working environment - lighting, temperature, noise or availability of materials (Robescu, 2016). Motivation is very much needed for employees in an organization to be productive, and management or leadership style has an important role to play. Motivation is not always based on financial rewards, but non-financial rewards methods can also be used to derive the best out of employees (Reuben, 2017). 

 In eye care service industry some goals are difficult to achieve and lot of staff get stressed. Also new joiners are left the company without proper informing to the departments due to communication issues and personal attitudes.

References

Hogan, R. And Hogan, J. (2004) Assessing Leadership. A view from the dark side International Journal of Selection and Assessment, pp 40-51.

Maswabi, O.K (2017) Risk Analysis of Operating an Organization with Demotivated Employees. Proceedings of the 14th International Conference on Innovation & Management, pp.790-794.

Robescu, O. and Georgiana, I. (2016). The Effects of Motivation on Employees Performance in Organizations. Valahian Journal of Economic Sciences [Online]. Available from https://www.researchgate.net/publication/309517026_The_Effects_of_Motivation_on_Employees_Performance_in_Organizations/fulltext/58153d7a08ae90acb23d9324/The-Effects-of-Motivation-on-Employees-Performance-in-Organizations.pdf [Accessed 23 March 2022].

Reuben, M. (2017) Theories of Motivation and Their Application in Organizations: A Risk Analysis. International Journal of Innovation and Economic Development [Online].Available from http://dx.doi.org/10.18775/ijied.1849-7551-7020.2015.33.2004. [Accessed 23 March 2022].

Motivation Theories - Maslow’s Hierarchy of Needs

Motivational factors play an important role in increasing employee job satisfaction. This will result in improving organizational performance. The “motivation to work” published by Maslow probably provided the field of organizational behaviors and management with a new way of looking at employee’s job altitudes or behaviors in understanding how humans are motivated (Kaur 2013). Probably the best-known conceptualization of human needs in organizations has been proposed by this theory. Abraham Maslow was a clinical psychologist who introduced his theory based on personal judgement, which was generally known as the need hierarchy theory (Kaur, 2013).

According to Smith & Cronje (1992), the way Maslow’s theory is explained relies on the fact that people want to increase what they want to achieve in life and their needs are prioritized according to their importance (Kigoye, 2010). Based on the basic physical, biological, social and psychological needs of human beings, Maslow came up with a five-stage theory that places the needs of the individual in different categories and prioritizes their attainment (Illustrated in figure 1.0) (Reuben,2017). Humans are a perpetually wanting group. Ordinarily the satisfaction of these wants is not altogether mutually exclusive, but only tends to be (Ramlall,2004).

 Figure 1.0: Maslow’s Hierarchy of needs

(Source: McLeod,2007)

 Video 01: What is Maslow’s Pyramid? What is the Hierarchy of Needs?

Source: (Happiness com, 2017)

Video 1.0 illustrate the Maslow’s idea about the employees need and how to fulfill it.

The expanded Hierarchy of needs:

It is important to note that Maslow's five stage model has been expanded to include cognitive and aesthetic needs and later transcendence needs. Changes to the original five-stage model are highlighted and include a seven-stage model and an eight-stage model, both developed during the 1960's and 1970s (McLeod, 2007).

1. Biological and Physiological needs - air, food, drink, shelter, warmth, sex, sleep. (Ramlall,2004).

2. Safety needs - protection from elements, security, order, law, stability. (Ramlall,2004).

3. Love and belongingness needs - friendship, intimacy, affection and love, - from work group, family, friends, romantic relationships. (Pardee, 1990)

4. Esteem needs - self-esteem, achievement, mastery, independence, status, dominance, prestige, managerial responsibility (Pardee, 1990)

5. Cognitive needs - knowledge, meaning. (Ramlall,2004).

6. Aesthetic needs - appreciation and search for beauty, balance, form. (McLeod, 2007).

7. Self-Actualization needs - realizing personal potential, self-fulfillment, seeking personal growth and peak experiences. (McLeod, 2007).

8. Transcendence needs - helping others to achieve self-actualization. (McLeod, 2007).

I work for a leading company which provides services and products related to Eye care and Optical needs, that company provides reasonable salary to employee to fulfill their main requirement. Also, according to the employee performance level there are quarter wise Bonus rewards and Free Optical needs such as spectacles and sunglasses given once in two years.  If the organization fail to give good Physiological needs, result will be less performance and employee want be able to make much of contribution. In current pandemic situation company will ensure the safety needs of all employees by giving all safety materials and Insurance schemes. There are Once a year family get togethers and Family Medical schemes given by the company to fulfill Love and belongingness needs. All employees are having annual performance evaluation and they will be awarded or send employee for overseas training and tours. 

References

Kaur, A. (2013) Maslow’s Need Hierarchy Theory: Applications and Criticisms. Global Journal of Management and Business Studies. pp. 1061-1064

Kigoye, R.W., 2010. Motivation of teachers and academic performance of learners in selected schools of Makindye division, Kampala district, Uganda.

McLeod, S. A. (2007). Maslow's Hierarchy of Needs. [Online] Available from http://www.simplypsychology.org/maslow.html [Accessed 27th March 2022]

Pardee, R.L., (1990). Motivation Theories of Maslow, Herzberg, McGregor & McClelland. A Literature Review of Selected Theories Dealing with Job Satisfaction and Motivation.

Ramlall, S., (2004). A review of employee motivation theories and their implications for employee retention within organizations. Journal of American academy of business, 5(1/2), pp.52-63.

Reuben, M. (2017) Theories of Motivation and Their Application in Organizations: A Risk Analysis. International Journal of Innovation and Economic Development [Online] Available from http://dx.doi.org/10.18775/ijied.1849-7551-7020.2015.33.2004. [Accessed 23 March 2022].

Motivation Theories - Herzberg’s Two-Factor theory

 

In 1959, Herzberg, Mausner and Snyderman published the two-factor model of work motivation and developed the motivation-hygiene theory, which was influenced by Maslow’s hierarchy of needs (Jones, 2011). Herzberg created a two-dimensional paradigm of factors influencing people’s attitudes towards work. Initially Herzberg and his colleagues developed a hypothesis that satisfaction and dissatisfaction with a job were affected by two different sets of factors and thus satisfaction and dissatisfaction could not be reliably measured on the same continuum (Alshmemri, Shahwan-Akl, and Maude, 2017).

The motivational-hygiene model states that employee motivation is achieved when employees are faced with challenging but enjoyable work where one can achieve, grow, and demonstrate responsibility and advance in the organization. That is, when the employees’ efforts are recognized, it brings about job satisfaction and motivation (Dartey, 2011). Organizations are increasingly applying Herzberg’s theory to create opportunities for “personal growth, enrichment and recognition” among their employees. Employees should be promoted after completing certain stages of their career and should receive recognition for special achievements – for example, when they produce exceptional results in their subject areas; on a more basic level, they should also be given responsibility to determine how to handle tasks that relate to their jobs. The Two-factor theory has however drawn its share of criticism (Reuben, 2017).

Video 1.0 Herzberg’s motivators and hygiene factors.

 

(Source: MindToolsVideos 2018)

According to Herzberg, the work one considers to be significant leads to satisfaction. Thus, factors that depict job satisfaction are completely different from those factors that lead to job dissatisfaction. Therefore, these feelings are not polar opposites: in other words, the opposite of job dissatisfaction is not job satisfaction, but no job satisfaction (Dartey, 2011). Video 1.0 illustrate the Motivation and hygiene factors that depends the job satisfaction.

Motivation factors

·         Advancement.

Advancement is defined as the upward and positive status or position of the person or employee in the workplace. A negative, or neutral status at work is considered negative advancement (Alshmemri, Shahwan-Akl, and Maude, 2017).

·         The work itself

The content of job tasks in itself can have positive or negative effects on employees. The job’s difficulty and level of engagement can dramatically impact satisfaction or dissatisfaction in the workplace (Charlotte, 2021).

·         Possibility for growth:

Possibilities for growth exist in the same vein as Maslow’s self-actualization; they are opportunities for a person to experience personal growth and promotion in the workplace. Personal growth can result in professional growth, increased opportunities to develop new skills and techniques, and gaining professional knowledge (Charlotte, 2021).

·         Responsibility.

This factor includes both responsibility and authority in relation to the job. Responsibility is related to gaining satisfaction from being given the responsibility and freedom to make decisions. Gaps between responsibility and authority negatively impact job satisfaction leading to dissatisfaction. (Alshmemri, Shahwan-Akl, and Maude, 2017).

·         Achievement:

Positive achievement can involve, for example, completing a difficult task on time, solving a job-related problem, or seeing positive results from one’s work. Negative achievement includes failure to make progress at work or poor job-related decision making (Alshmemri, Shahwan-Akl, and Maude, 2017).

Hygiene Factors

·         Interpersonal relations.

These relationships are limited to the personal and working relationships between the worker and her/his superiors, subordinates and peers. This includes job-related interactions and social discussions in the work environment and during break times (Alshmemri, Shahwan-Akl, and Maude, 2017).

·         Salary.

This includes all forms of compensation at one’s place of work, such as wage or salary increases, or unfulfilled expectations of wage or salary increases or decrease (Alshmemri, Shahwan-Akl, and Maude, 2017).

·         Company policies and administration.

This includes descriptions of adequate or inadequate company organization and management policies and guidelines. This factor involves good or poor organizational policies that affect the employee. For example, they may include a lack of delegation of authority, poor policies and procedures and poor communication (Alshmemri, Shahwan-Akl, and Maude, 2017).

·         Supervision:

Supervision involves an employee’s judgements of the competence or incompetence and fairness or unfairness of the supervisor or supervisions. For example, this could include a supervisor's willingness to delegate responsibility or to teach, as well as their knowledge of the job at hand. Poor leadership or management may decrease the level of job satisfaction in the workplace. (Charlotte, 2021).

In healthcare sectors some job tasks are highly difficult to achieve and most of the employees getting dissatisfied. Advancement and the work itself will help to place correct person to correct job roles and it will help to archive goals and the satisfaction of the people. I work for a leading company which provides services and products related to Eye care and Optical needs, that company provides reasonable salary to employee to fulfill their main requirement. Also, organization and management policies and guidelines will help all employees to understand their job role and they provide more effective service according to this. Company will help to all employees to their personal Achievements, Educational Achievements and Work-related achievements to become a success by giving staff loans, foreign trainings and Product and service trainings.

References

Alshmemri, M., Shahwan-Akl, L. and Maude, P., (2017). Herzberg’s two-factor theory. Life Science Journal, 14(5), pp.12-16.

Charlotte, N, (2021), Herzberg’s Motivation Two-Factor Theory, [Online] Available from https://www.simplypsychology.org/herzbergs-two-factor-theory.html [Accessed 28 March 2022].

Dartey, B. (2011), Application of Frederick Herzberg’s Two-Factor theory in assessing and understanding employee motivation at work, Vol 3. European Journal of Business and Management.

Jones, T.L., (2011). Effects of motivating and hygiene factors on job satisfaction among school nurses (Doctoral dissertation, Walden University).

Reuben, M. (2017) Theories of Motivation and Their Application in Organizations: A Risk Analysis. International Journal of Innovation and Economic Development [Online] Available from http://dx.doi.org/10.18775/ijied.1849-7551-7020.2015.33.2004. [Accessed 28 March 2022].

 

Motivation Theories - Alderfer - ERG Theory

 The ERG Theory was developed between 1961 and 1978, during which the theorist empirically tested data to hone the theory’s major tenets and published scholarly material (Alderfer,1989). According to Alderfer (1969) expanded Maslow’s basic needs and refined them into existence needs, relatedness needs, and growth needs (Figure 1.0). Alderfer proposed the ERG theory based on results of empirical studies to explain the relationship between satisfaction of needs and human desires (Yang 2011).

Existence needs

Existence needs include various forms of safety, physiological and material needs. Safety needs mainly refer to the prevention from fear, anxiety, threat, danger, tension, and so on. Physiological needs refer to an individual’s pursuit of satisfaction at the vitality level, such as leisure, exercise, sleep. Material needs refer to resources required for an individual’s living, including food and clothing (Yang 2011).

Relatedness needs

Relatedness needs are less concrete than existence needs, which depend on a relationship between two or more people (Ball,2012). Relatedness needs include senses of security, belonging, and respect. Sense of security involves the mutual trust of humanity (Yang 2011). People need significant relationships (with family, peers or top executives), love and belonging and they seek to achieve public fame and recognition (Reuben, 2017).

Growth needs

Growth needs are the least concrete in that their specific objectives depend on the uniqueness of each person (Ball,2012). Growth needs involve needs for self-esteem and self-actualization. The need for self-esteem refers to self-productive effects such as the ability to pursue, to seek knowledge, to achieve, to control, to build confidence, to be independent and to feel competent (Yang 2011).

Figure 1.0 Representation of Alderfer’s ERG Theory of human needs.

Source: (Johnstone,2013).

I work for a leading company which provides services and products related to Eye care and Optical needs, that company employees have opportunity to communicate their Relatedness needs with senior managers as well as company CEO via the “talk to chairman” Forum. Using this opportunity most of the employees are encourage to sort out their workplace and personal issues. It will be more effective in such a situation like this pandemic and economic crisis. As a Growth needs company will give trainings to employees with Leadership and Strategic management. With that most of the employees manage their life style and Job oriented tasks more efficiently.  In current pandemic situation company will ensure the Existence needs of all employees by giving all safety materials and Insurance schemes. If the organization fail to give good Physiological needs, result will be less performance and employee want be able to make much of contribution to the company.

 References

Alderfer, C.P., (1989). Theories reflecting my personal experience and life development. The Journal of Applied Behavioral Science, 25(4), pp.351-365.

Alderfer, C.P., (1969). An empirical test of a new theory of human needs. Organizational behavior and human performance, 4(2), pp.142-175.

Ball, B.,(2012). A summary of motivation theories. [Online] Available from http://www.yourcoach.be/en/employee‐motivation‐ebook/ [Accessed 09^th April 2022].

Johnstone, P., Adamowicz, R., de Haan, F., Ferguson, B., Ewert, J., Brown, R. and Wong, T., (2013). Linking urban water management to urban livability. Water-Journal of the Australian Water Association, 40, pp.112-116.

Reuben, M. (2017) Theories of Motivation and Their Application in Organizations: A Risk Analysis. International Journal of Innovation and Economic Development [Online] Available from http://dx.doi.org/10.18775/ijied.1849-7551-7020.2015.33.2004. [Accessed 28 March 2022].

Yang, C.L., Hwang, M. and Chen, Y.C., (2011). An empirical study of the existence, relatedness and growth (ERG) theory in consumers selection of mobile value-added services. African Journal of Business Management, 5(19), pp.7885-7898.

Motivation Theories - Equity Theory

 

What motivates people to work? According to equity theory, it is the perception of equitability and in equitability. Equity theory focuses on two sides: the input and the outcome. An employee compares his or her job’s inputs with an outcome’s ratio. If the employee perceives inequality, he or she he will act to correct the inequity (Zawahreh and Madi,2012). Employees seek to maintain equity between the inputs that they bring to a job and the outcomes that they receive from it against the perceived inputs and outputs of others. The belief is that people value fair treatment which causes them to be motivated to keep the fairness maintained within the relationships of their co‐workers and the organization (Ball,2012). Tasks that are clarified bring a better job satisfaction since a clear role breeds a work force that is happy, committed and shows much involvement in work that is done (Reuben, 2017).

Words like efforts and rewards, or work and pay, are an over‐simplification ‐ hence the use of the terms inputs and outputs. Inputs are logically what we give or put into our work. Outputs are everything we take out in return (Ball,2012). If employees perceive an inequity in their input-outcome ratio compared to other employees, they become dissatisfied and less motivated (Reuben, 2017).

Table1.0: Inputs and Outcomes of Equity Theory

Inputs	Outcomes
Education, intelligence, experience, training Skills, seniority, age, sex, ethnic background Social status, job effort, personal appearance, health, spouse’s characteristics.	Pay, intrinsic rewards, satisfying supervision Seniority benefits, fringe benefits, job status Status symbols, job perquisites, poor working conditions, monotony, fate, uncertainty.

Source: (Zawahreh and Madi,2012).

Table 1.0 has showed what inputs and outcomes are expected. If an individual perceives any of them as an input, then it is an input and hence, he or she expects a just return for it. The problem arises if only the employee views a particular input and not the employer. In this case, felt injustice is experienced for example an employer may base his promotion on seniority rather than promotion; the employee “feels” that injustice has been done (Adams, 1965). This theory points back to consistent organizational strategy and values be related to human resources processes. It also highlights the difference between equity and equality, meaning that treatment that motivates is not necessarily equal, but it is fair (Marczak, and Yawson, (2021).

Video 1.0: Equity Theory

Source: (Paul Balwant, 2017)

Video 1.0 illustrate the Equity theory about the employees needs and how to fulfill it.

I worked for a sri lanka leading health care sector company which fulfill Eye care needs and services to customers. All employees in the company have performance evaluation and they get annual increments according to their performance level. Also, the employees get year-end and mid-year bonus according to their salary. There are number of trainees recruit annually and they all have two years academic schedules before release to the work stations. All of the trainees get same amount of increments and Basic Salary. Also, there are rewarding system according to employee’s continuous education (CE) points. All the staff members can access the learning management system in the company and they can complete tasks and get CE points which will help to recommendations and promotions.

References

Adams, J.S., (1965). Inequity in social exchange. In Advances in experimental social psychology (Vol. 2, pp. 267-299). Academic Press.

Al-Zawahreh, A. and Al-Madi, F., (2012). The utility of equity theory in enhancing organizational effectiveness. European journal of economics, finance and administrative sciences, 46(3), pp.159-169.

Ball, B., (2012). A summary of motivation theories. [Online] Available from http://www.yourcoach.be/en/employee‐motivation‐ebook/ [Accessed 09^th April 2022].

Marczak, E. and Yawson, R.M., (2021) Understanding the Theories and Interventions of Motivation in Organization Development. In Responsible Management: Opportunities and Challenges. Proceedings of 58th Annual Conference of the Eastern Academy of Management. [Online] Available from https://mpra.ub.uni-muenchen.de/108001/ , [Accessed 10^th April 2022].

Reuben, M. (2017) Theories of Motivation and Their Application in Organizations: A Risk Analysis. International Journal of Innovation and Economic Development [Online] Available from http://dx.doi.org/10.18775/ijied.1849-7551-7020.2015.33.2004. [Accessed 9^th April 2022].