Introduction
The full retrospect of the organizational evolution, thus far, posited in the plethora of literature as multiple relatively theoretical contentions and growing consensuses, further illustrated by empirical contemporary research, well surmounts the coherent need and influence of employee motivation across any organization to achieve success (Ovidiu-Iliuta, 2013). In this highly competitive current environment, organizations should build up a positive robust relationship with its employees, acknowledging the importance of their job levels, roles and job occupancy buttressed by the motivational process in its most holistic form, to organizational effectiveness (Lee and Raschke, 2016).
However, the motivators driving an employee to efficacy varies from individual to individual, significantly depending on causal factors associated with organizational environments, culture, human resource management, leadership methods, job design, reward schemes, incentives, security and a flurry of many other factors both distal and proximal (Ovidiu-Iliuta, 2013). Therefore, it is imperative that an organization and its management identify what motivates its employees to the hilt, thus avoid such factors impinge on organizational performance and be the death knell of it in this exponentially competing environment (Kossivi, Xu and Kalgora, 2016).
The more trans-disciplinary contemporary research has predisposed a current thinking on motivation, leading to previously untouched perspectives which claims to be another platform to review the matter (Lee and Raschke, 2016). It adjoins the conventional theories to recast a much extensive theme with aspects like neuroscience, biology and psychology as measurements in play and in bargain (Clark and Dumas, 2016). Studies of this theory, as per Lee and Raschke (2016), based on the templates and blended with conventional theories manifests the existence of four drives (drive to acquire, bond, comprehend and defend), innate in human nature which are recognized to be the foundation of employee motivation. Research further reveals the tools organizations deploy to satisfy the latter in order to achieve efficacy (Doyle, 2002).
According to the initial studies by Lawrence & Nohria(2002), Nohria, Groysberg, & Lee(2008), below table 01 illustrates the key drives, tools practiced and the action plan implemented to achieve fulfilment of the fundamental needs (Lee and Raschke, 2016).
Introduction
The full retrospect of the organizational evolution, thus far, posited in the plethora of literature as multiple relatively theoretical contentions and growing consensuses, further illustrated by empirical contemporary research, well surmounts the coherent need and influence of employee motivation across any organization to achieve success (Ovidiu-Iliuta, 2013). In this highly competitive current environment, organizations should build up a positive robust relationship with its employees, acknowledging the importance of their job levels, roles and job occupancy buttressed by the motivational process in its most holistic form, to organizational effectiveness (Lee and Raschke, 2016).
However, the motivators driving an employee to efficacy varies from individual to individual, significantly depending on causal factors associated with organizational environments, culture, human resource management, leadership methods, job design, reward schemes, incentives, security and a flurry of many other factors both distal and proximal (Ovidiu-Iliuta, 2013). Therefore, it is imperative that an organization and its management identify what motivates its employees to the hilt, thus avoid such factors impinge on organizational performance and be the death knell of it in this exponentially competing environment (Kossivi, Xu and Kalgora, 2016).
The more trans-disciplinary contemporary research has predisposed a current thinking on motivation, leading to previously untouched perspectives which claims to be another platform to review the matter (Lee and Raschke, 2016). It adjoins the conventional theories to recast a much extensive theme with aspects like neuroscience, biology and psychology as measurements in play and in bargain (Clark and Dumas, 2016). Studies of this theory, as per Lee and Raschke (2016), based on the templates and blended with conventional theories manifests the existence of four drives (drive to acquire, bond, comprehend and defend), innate in human nature which are recognized to be the foundation of employee motivation. Research further reveals the tools organizations deploy to satisfy the latter in order to achieve efficacy (Doyle, 2002).
According to the initial studies by Lawrence & Nohria(2002), Nohria, Groysberg, & Lee(2008), below table 01 illustrates the key drives, tools practiced and the action plan implemented to achieve fulfilment of the fundamental needs (Lee and Raschke, 2016).
Figure 1: Table of summary on drives and correlating tools.
Source: (Groysberg and Abrahams, 2020)
Uptake of employee motivation by Aviation industry
In line with current extremely competitive business atmosphere for all organizations mainly due globalization, Airlines worldwide are exemplified as the most subtle towards the unremitting challenging volatile changes around, just as much as it stands to be the most leading factor supporting globalization (Shahzad N, 2018). In this global competition, process of digitalizing to suit the evolving demands of customers, rise of fuel prices, implementation of policies and procedures, highly competitive ticket fare schemes amongst current and emerging companies, safety and security concerns and further more variables, do thus raise airline costs to sky (Shahzad N, 2018). Accordingly, to sustain the survival under these situations, airlines scrutinize on the strategy of winning passengers by winning employees to generate revenue.
The objective of this blog document is to analyze the inextricable nexus between the aviator's employee motivation strategies and customer centricity, in congruence to the aforementioned blend of both conventional and contemporary drives-based theories.
Uptake of employee motivation by Aviation industry
In line with current extremely competitive business atmosphere for all organizations mainly due globalization, Airlines worldwide are exemplified as the most subtle towards the unremitting challenging volatile changes around, just as much as it stands to be the most leading factor supporting globalization (Shahzad N, 2018). In this global competition, process of digitalizing to suit the evolving demands of customers, rise of fuel prices, implementation of policies and procedures, highly competitive ticket fare schemes amongst current and emerging companies, safety and security concerns and further more variables, do thus raise airline costs to sky (Shahzad N, 2018). Accordingly, to sustain the survival under these situations, airlines scrutinize on the strategy of winning passengers by winning employees to generate revenue.
The objective of this blog document is to analyze the inextricable nexus between the aviator's employee motivation strategies and customer centricity, in congruence to the aforementioned blend of both conventional and contemporary drives-based theories.
References
Clark, I. and Dumas, G., 2016. The Regulation of Task Performance: A Trans-Disciplinary Review. Frontiers in Psychology, pp.1-2.
<https://doi.org/10.3389/fpsyg.2015.01862> [Accessed 22 October 2020].
Doyle, J., 2002. Driven: How Human Nature Shapes Our Choices20021Paul R.S. Lawrence and Nitin Nohria. Driven: How Human Nature Shapes Our Choices. San Francisco, CA: Jossey‐Bass, ISBN: ISBN: 0‐7879‐5785‐2 US $28.00 UK £20.95. International Journal of Educational Management, pp.144-144.
Groysberg, B. and Abrahams, R., 2020. Keep Your Weary Workers Engaged And Motivated. HBS Working Knowledge.
<https://hbswk.hbs.edu/item/keep-covid-weary-employees-engaged-and-motivated>[Accessed 22 October 2020].
Kossivi, B., Xu, M. and Kalgora, B., 2016. Study On Determining Factors Of Employee Retention
<http://dx.doi.org/10.4236/jss.2016.45029> [Accessed 22 October 2020].
Lee, M. and Raschke, R., 2016. Understanding Employee Motivation And Organizational Performance: Arguments For A Set-Theoretic Approach.
<http://dx.doi.org/10.1016/j.jik.2016.01.004> [Accessed 22 October 2020].
N, Shahzad., 2018. Impact of Employee Motivation on Customer Satisfaction: Study of Airline Industry in Pakistan. Journal of Forensic Psychology, p.1.
<https://www.longdom.org/open-access/impact-of-employee-motivation-on-customer-satisfaction-study-of-airlineindustry-in-pakistan-2475-319X-1000138.pdf> [Accessed 22 October 2020].
Ovidiu-Iliuta, D., 2013. REASER ISSN:2247-6172 Review Info.Reaser.eu.
<http://www.reaser.eu/> [Accessed 22 October 2020].
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DeleteThere’s a quote from Bob Nelson to say that “an employee’s motivation is a direct result of the sum of interactions with his or her managers.” Research shows that many organizations have disengaged employees with low motivation while only 13% of employees are engaged at work. (Gallup).Talking about the aviation industry, those employees who have direct contact with customers influence the level of customer satisfaction. It has been found that pay and benefits performs a key role in the employees’ motivation towards achieving the organizations objectives of greater customer satisfaction. In the service industry, employee satisfaction directly influences customer gratification/satisfaction.
ReplyDeleteHi Melissa. Thank you for your insight. Whilst the extent of interaction an employee has with management does project a direct influence on his/her motivation, a flurry of other substantial motives do exist too, that an employee could be so enamoured of in order to be motivated, provided that the management could precisely distinguish the degrees of impact between these direct motives that increase performance and indirect motives which reduce performance. When you are motivated by the work itself and you work because you enjoy it, increases the motivation for learning, to explore challenges and curiosity. When your work defines your identity and you value the impact of it to your life, you certainly are prone to be motivated by. Again, if your work benefits your identity enhancing your potential, you may be motivated; in contrast Fear, peer pressure are other indirect motives that could reduce your performance which is known as emotional pressure. Secondly in Inertia, when your motive is isolated from work and your identity, making an employee to think why he/she is working, your performance is reduced. It thus, becomes evident that pay and benefits alone or their key role in motivation alone would not suffice the need but the organization’s culture as a whole should actively be engaged in increasing the above direct motives and minimizing the indirect motives for good performance and avoid disengagement with employees. (McGregor and Doshi, 2015).This type of motivation as you had righteously stated does impacts customer satisfaction. A research done with four major Airlines who practices above culture of increasing direct motives and minimizing indirect motives, proven to have gained more customer satisfaction by increasing employee total motivation factor (McGregor and Doshi, 2015).
DeleteHi Asitha, I agree with sonali, Motivation is the power that energizes, directs, and sustains behavior. High performance is achieved by well-motivated individuals who are willing to try at will (Armstrong, 2014, 170).
ReplyDeleteThank you Ranga, and yes like Sonali had also stated, I completely agree on the fact that best output from employees should be acquired through authentic motivation and not by coercion. Because there is difference between the output by motivation on own will and through unwilling contribution.Bartol and Martin (1998), describe motivation as a power that strengthens behavior, gives route to behavior, and triggers the tendency to continue (Farhad et al, 2011).
DeleteHi Asitha,During the 1960s, psychologist Douglas McGregor’s Theory X and Theory Y were very common theories of motivation and theory X and theory Y define two elementary sets of assumptions that managers think about their subordinates as below (Kathleen and Peter, 2008).
ReplyDeleteTheory X managers assume that workers inherently dislike to work that they must be forced, directed, and closely controlled to achieve the organization’s goals and further manager believes the average worker has little ambition, avoids responsibility, and seeks security above all else.
Theory Y managers assume that workers inherently like work that they exercise self-direction and self-control to achieve an organization’s goals and further the manager believe that under the right circumstances, the average worker not only accepts responsibility, but also seeks it out.
A theory X manager operates in a task-oriented style, focused on directing employees and coercing them to complete assigned tasks and theory Y managers operates in a people-oriented style, focused on building trust, empowerment, and autonomy (Kathleen and Peter, 2008).
Thank you and yes Eranga, Theory X – people dislike work, have little ambition, and are unwilling to take responsibility. Managers with this assumption motivate their people using a rigid "carrot and stick" approach, which rewards good performance and punishes poor performance.
DeleteTheory Y – people are self-motivated and enjoy the challenge of work. Managers with this assumption have a more collaborative relationship with their people, and motivate them by allowing them to work on their own initiative, giving them responsibility, and empowering them to make decisions (Arslan, A 2012). We then happen to be considering the mediating role of leadership and how it is positively influencing the motivation levels.
If the employees are not satisfied with the jobs and are not motivated willingly to fulfill the tasks and achieve goals, the organization cannot attain its success (Abbah, 2014). There are a large number of factors affecting the performance of an employee. Some of such being organizational culture, recognition, job satisfaction, training and development and more importantly motivation which has the significant degree of influence over the organizational performance (Abbah, 2014).
ReplyDeleteThank you Janaka, and yes the degree of influence by Motivation to organizational performance is important to the extent to which it is complex in itself. Organization’s success alone is not what makes its employees happy: instead, happiness itself makes employees more effective (Kolar, 2015). Motivated employees exhibit an innate penchant for building up optimistic voluntary behaviors and hold fast to them (Armstrong, 2014). They set direction and decide how best to pursue. Once they do the positive impact is ample to all stakeholders such as; Higher productivity, more innovation, low absenteeism, low staff turnover and the list goes on (Wijesundara, L 2018).
DeleteHi Asitha, it’s important for organization’s to appropriately comprehend the process of motivation for motivational practices to effectively function. Motivation compromises of 3 components as described by Arnold (1991); Direction, Effort and Persistence. In this sense, a motivated employee will have clear defined goal’s, will make an effort to achieve these goals and be determined to achieve it at all costs going in the right direction which could be described as the best form of motivation. The types of motivation is of two folds; Intrinsic and Extrinsic. Intrinsic motivation is where employees feel the work they do, along with the working environment encourage them to work in a positive way with job satisfaction. Extrinsic motivation is what the organization does to motivate their employees (Armstrong, 2008). Therefore understanding the components and types of motivation will help HR Professionals to put them in to various motivational theory’s in broader categories of ; Instrumentality Content and Process (Armstrong & Taylor,2014).
ReplyDeleteHi Sonali.Thank you for sharing your broader understanding in this regard. The need of organizations to be engrossed in the concept is augmented by evolving global business cultures, rapidly making the subject a panacea of the modern organizational effectiveness and success. Therefore, a scrutinized approach is required by businesses to reap the fruitful harvest out of this chequered field of employee motivation utilizing its strategic management measures. To deploy the best measures of human resource management, a careful study of the types of motivations, theories and processes involved in, is of paramount importance.
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ReplyDeleteSimon and De Varo (2006), state that service sector companies can motivate their employees by officering good salaries, creating a favourable organizational culture and growth opportunities. Fulmer et al (2003), state that view of the employees while working with customers can influence the customer’s satisfaction level positively, if they are able to satisfy the customer exert efforts to satisfy them. There’s an inter connection between employee’s impact on customer’s perception that builds brand image. Employees that provide direct service to the customers are a strong medium in building brand image of the company and therefore, employee motivation towards their job can have a vital impact on service quality and customer’s satisfaction level (Gittell & Weiss, 2003).
ReplyDeleteThank you Chamila, you have righteously noted the importance of motivation in those who directly engage with customers to gain customer satisfaction, be customer centric and make company brand everlast in customer mind (Ezigbo, C 2012).Specially this matters alot when it comes to aviation industry where customer loyalty brings in the business for the sustenance of the organization.
DeleteHi Asitha , Adding more to your reference , As per Shahzadi et al (2014),Employee Motivation is a reflection of the level of energy, commitment, and creativity that a company's workers bring to their jobs. The job of a manager in the organization is to get things done through employees. Ganta (2014) states that , Workers who are motivated and excited about their jobs carry out their responsibilities to the best of their ability and production numbers increases as a result. Employee motivation has always been a central problem for leaders and managers. Unmotivated employees are likely to spend little or no effort in their jobs, avoid the workplace as much as possible, exit the organization if given the opportunity and produce low quality work.
ReplyDeleteThank you Madura, getting the work done by employee is indeed the responsibility of the manager, and then again it depends on the leadership/managerial skills of the manager which decides the nature of motivation he/she is forming around the employees (Haque, M et al. 2014). Motivation is a difficult achievement for quite a different reasons. Employees become a part of their association with different necessities and desires. Various individuals have various convictions, mentalities, qualities, foundations and thinking. Manager should ensure to be aware of these to implement the best fit methods to achieve attaining motivation (Singh, N & Kumari, D 2018).
DeleteHi Asitha, Motivation is defined as a psychosomatic process that leads a person to perform and react in a way that supports them to satisfy certain unsatisfied needs (Latham G., 2011). Motivation is what provides the stimuli and direction towards which employees can execute their duties (Lauby S., 2005).
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DeleteThank you and yes Supun, motivated employees exhibit an innate penchant for building up optimistic voluntary behaviors and hold fast to them (Armstrong, 2013). They set a direction and decide how best to pursue.
While agreeing with your statement wish to comment it is rewarding for a organization to have motivated and committed employees with high productivity (Denton, 1987).One of the most important assets to an organization are its committed and motivated employees higher level of involvement towards the job (Denton 1987). They are the ones who drive the organization during the difficult time.
ReplyDeleteYes Sohan, since motivation is the attribute that move us to do or not to do something, the appropriate restrain on it towards the positive direction only, shall definitely help organizations achieve productivity and efficacy even at times of business turbulence (Lai, E 2011).
DeleteAccepted and adding to that motivation is a main factor that drives productivity and performance and 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). To motivate employees, the organization leaders must focus on identifying the drives and necessities of the employee seeking to satisfy in terms of personal and working environment. The core factor, which will inspire employees to, to achieve corporate goals, provide better service, 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).
ReplyDeleteAs had mentioned motivation is a crucial aspect where the organizations should constantly endeavor to achieve and maintain. To motivate employees by rewards, organizations have setup two categories; Monetary and Non- Monetary (Yousaf et al, 2014). These again oscillate between the Intrinsic and Extrinsic needs of employees and the demographic of employees (Silverman, 2004). The comprehensive understanding of the drivers by managers and the appropriate implementation can make value added employees (Lawrence & Nohria 2002).
DeleteEmployee motivation is very important for organizations as every concern requires physical, financial and human resources to accomplish the goals. It is through motivation that the human resources can be utilized by making full use of it. This can be done by building willingness in employees to work. This will help the enterprise in securing best possible utilization of resources. It results into increase in productivity, reducing cost of operations, and improving overall efficiency (Shazadi et al, 2014).
ReplyDeleteTrue Kanishka, the operational costs, administration costs or any applicable costs in an organization can be recovered by gaining revenue through its product or services. Aviation industry is service oriented and gaining more customers to fly with an Airline makes its profit and to gain more to fly you need to impress the lot, which can only be done by those who directly engage customers as brand ambassadors of the Airline(Shahzad, N 2018).
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ReplyDeleteAccording to a study conducted by Grant (2008), motivation imposes employee outcomes for instance performance and productivity. He also established that motivated employees are more oriented towards autonomy and are more self-driven in contrast to less motivated employees. Further, motivated employees are highly engaged and involved in their work and jobs and are more willing to take responsibilities (Kuvaas & Dysvik, 2009).
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