Employee Motivation In Human Resource Management

Human resources management can be defined as “the process of analyzing and managing an organisation’s human resource needs to ensure satisfaction of its strategic objectives.” (Hellriegel, Jackson, Slocum and Staude, 2009) To manage human resources well for achieving the goals of organizations, motivation is one of vital sectors of managerial functions. Motivated employees is vital for the success of any businesses. Nowadays, many managers, however, are hard to try to deal with demotivated employees. Employee demotivation is the essential managerial challenge facing small-scaled or large-scaled enterprises. The managers will become unsuccessful if they do not succeed to motivate their subordinates. This essay will outline the important factors

The studies (Hedges, 2014) indicated that one of the reasons that workers are feeling intense was due to poor communication. Take an example, when there is lack of information, gossips are broadcasted all over the companies. Employees end up trying to figure out, frustrated and baffled of what is the information that they are not knowing about. If there is not a way to communicate back and forth between staff workers about the whispers in the company, the consequences will be worse. Therefore, it shows that it would be better for colleagues to communicate their ideas or suggestion across the whole company. Besides poor communication, the recent studies (Hedges, 2014) also mentioned that lack of resources for poor performance is one of causes. When employees work in the companies, they want to get the rewards and recognition for their contributions. If it does not occur, employees doing mediocre task are getting alike approach as powerful performers, it is common to just switch off and do your task on the autopilot. Organizations that do not handle performance problems bring down the average for

In 1960, Douglas McGregor worked out Theory X and Theory Y suggesting two various aspects of employees about employee motivation: one is negative (Theory X) and another one is positive (Theory Y) (Carson, 2005). McGregor (1960) indicated that managers who set Theory X assumptions trust that employees generally dislike responsibilities, resist change, need direction and do not have any ambition. By contrast, McGregor (1960) illustrated that managers who set Theory Y assumptions trust that employees can recognize the responsibility, have direction and self-control, and do not hate work. Carson (2005) pointed out the majority of today’s organizations attempt to apply the softer method to management that Theory Y