These are the guidelines that every organization in today’s era aims to establish in order to be successful.
Motivation is the thing that gets people to work and perform better. It is the driving force for the employees. However, it is important to note that different people have different motivators in different stages of life. As highlighted by Maslow’s Hierarchy of Needs, there are five broad categories that might act as motivators for different people. These are Physiological Needs, Security Needs, Social Needs, Esteem Needs, and on top of the pinnacle lies the Self Actualization Need. Depending on the level an individual is, these needs act as motivators for him or her, result in satisfaction and consequently effects his or her performance. (Wagner, n.d.)
Motivation will have almost no effect if the person involved has no intentions or is unable to do a job. Therefore, it is very important for the person who is in the managing or the leadership position to allocate the tasks depending on the person and the skills that he or she has. Proper execution of this is so important that if an employee is made to work on a particular task that he is unwilling or unable to do, then, even with motivators in place, it might back fire and result in depression and low morale. This would consequently lead to low overall performance. (Marques, n.d.)
There has been a prevailing mindset in the managers that eliminating job dissatisfaction would result in job satisfaction for the employees. But this is not the case. As pointed out by the theorist Frederick Herzberg, job satisfaction and job dissatisfaction depend on different factors. (Herzberg, et al., 2009)
Herzberg in his motivation theories highlights that job dissatisfaction is caused by factors such as unpleasant working conditions, poor or biased supervision, low salaries, improper policies, and so on. Eliminating these might remove job dissatisfaction