UNDERSTANDING EMPLOYEE MOTIVATION

Understanding Employee Motivation: Non-Cognitive Approach



Understanding Employee Motivation: Non-Cognitive Approach

Introduction

For most organizations, employees are their most valuable resource. The employees are usually the ones in charge of accomplishing the company's objectives (Robbins & DeCenzo, 2010). The success of an organization is generally determined by the commitment and abilities of its work force. Employees are the backbone of the industry. Therefore, employee's behavior and culture has to be managed well in the organization. Culture carries the specific integrated values of norms, behavior, discipline, code of conduct and empathy. In addition, interpersonal relationship between each other, the good approach towards customers and their colleagues, help employees to handle the problem, and ensuring company norms, values. If an employee's behavior and culture are good it helps them to manage turnaround time and adjust with the new task. Good employee's behavior and culture are the essence that helps company to achieve its organizational objectives and goals (Chandrasekar, 2011).

A variety of factors has been empirically associated with the culture and behavior of the employees that are not attitudinal but organizational. Inducements to stay can derive from working with groups or on certain projects that create types of commitment other than the attraction. Employee's positive thinking towards company will motivate employees to develop confidence, self-motivation towards achieving the tasks and company objectives. It develops the trust and belief between supervisors, workers, and manager (Chandrasekar, 2011).

Patterns of Human Behavior

Human nature is profoundly moral, which means that our behavior is shaped by value judgments, deeply held beliefs, and assertions about right and wrong. It is also profoundly social, meaning that we are influenced by the behavior of those around us through shared stories, shared expectations, and the need for cooperation (and competition). Human nature is deeply emotional, meaning we reason with our emotions. Human nature is rational in the context since decisions are made based on logic and context, depending on how we understand the situations we find ourselves in. Finally, human nature is informed by the interplay of body, brain, and environment (Brewer, 2011).

According to Jim Connolly (2009), human behavior can be predictable as opposite to previously believed. There are many predictable patterns evident today. It is only after understanding the patterns that it is possible to improve employee performance and organizational results. These predictable patterns are as follows, organizational change, the path to peak performance, non-verbal behavior, and communication style.

During organizational change, the employee experiences a series of predictable steps until the change is fully embraced. However, three human behavior components are necessary to achieving meaningful change. The components are the individual performance rules, where understanding their individual performance determines organizational results, so the goals have to be focused on improving each employee's performance; acknowledge human behavior and the importance of understanding the change process until they fully embrace the change (Brewer, 2011).

The last component deals with cementing new habits, meaning there must be a follow up implementation and necessary support to have the new behaviors develop ...