According to Burduș and Popa (2013) younger employees face some issues when selecting a proper job because they have difficulties in finding a job that suits and motivates them to the highest level. Further, employers are facing difficulties when hiring young employees for available positions because they have less understanding of what motivates younger workers. Therefore, employers are still in the progress of identifying the most suitable alternatives for motivating the young workforce (Lefter et al., 2012). Considering those two perspectives, this blog post aims to bring some insights into the most effective ways of motivating the young generation.
As mentioned above, young employee motivation is an important dimension of human resources management (Lefter et al., 2012). Employee motivation is considered as the percentage of contribution that an employee puts in and what he receives in exchange for his work (Van et al., 2011). Accordingly, it is important to assist young employees to start with the right foot. If employees receive positive treatment from the beginning, then success is guaranteed (Vuori and Okkonen, 2012).
Even if it is the first day of the newcomer at work, the employee must feel they are part of the organization for a long time (De Vaus, 2002). Further, it is required to satisfy the employees with basic needs and create a working environment in which employees feel good and happy always. Young employees love to enjoy a nice atmosphere and have confidence in each other at the workplace (Latham, 2012). Young workers must also be allowed to make mistakes without criticizing them or making them feel bad about it. The organization should assist them to improve their skills and knowledge and learn a lesson from a negative experience (Aguinis et al., 2013).
Further, young employees expect the attention of their respective managers. Managers need to be interested in revealing their hidden talents and skills, listening to them, focus on their needs and goals (Barney and Steven 2010). Also, in order to reduce the stress at the workplace, management should define the job descriptions as accurately as possible, clearly describe the tasks under each position, confirm the responsibilities so that the young employees know exactly what they have to do and whom to report (Barton and Ambrosini, 2013).
According to Bell and Ford (2007), young employees consider financial motivation extremely important, but they also wish to enjoy their job and lifestyle, work in a pleasant environment, flexible working hours, all of which are the basis of moral-spiritual motivation (Bell and Ford, 2007). Thus, moral-spiritual motivation among young employees is an important factor that contributes to the survival of organizations. Therefore, many researchers found that young employees feel more motivated by moral-spiritual factors which are non-financial similar to financial benefits (Candi et al., 2013). Therefore, companies' leaders should implement more moral-spiritual based ways to effectively motivate young employees.
Company managers also should assist young employees to set goals without instructing them on how to reach them. Also, managers must allow young employees to complete tasks in their own style. (Colquitt et al., 2000). So, the communication between top managers and the young employees must always be open and friendly. Furthermore, young employees should be encouraged to take risks in order to bring success to the company (Datta and Eriksson, 2012). As mentioned by Latham (2012) in case of failure, the company management should not criticize them but assist them to learn from their mistakes.
Furthermore, the young workforce is motivated when their work is simply appreciated even with a “thank you”. Appreciation does not necessarily consist of expensive prizes, gifts or salary increases, but sometimes a simple hang out with young employees can deliver excellent results and make them feel like they are part of a friendly environment (Den and Verburg 2004).
Video 1.0 also explains how flexibility, well-defined job description and responsibilities, and job security motivate young employees at the workplace. Also, open communication, positive work environment motivate young workers to achieve company goals.
Video 1.0: Ways to Motivate Employees
Source: Bython Media, 2018
Finally, it is identified that the
company must offer young employees sufficient monthly pay to accomplish their
basic needs and increase their salary on time. But organizations should also
focus on moral-spiritual factors such as relationships with peers, work-life
balance, appreciation, work environment, opportunities, teamwork (Saari and
Judge, 2004). Thus, by providing financial and non-financial benefits, today's
younger workforce can be motivated.
Reference
Aguinis, H., Joo, H., & Gottfredson, R. K. (2013). What monetary rewards can and cannot do: How to show employees the money. Business Horizons, 56(2), 241–249.
Barney, E. C., & Steven Elias, M. S. (2010). Flex-time as a moderator of the job stress-work motivation relationship: A three nation investigation. Personnel Review, 39(4), 487–502.
Burduș, E. & Popa, I. (2013). Fundamentele Managementului Organizației. București: Editura ProUniversitaria.
Barton, L. C., & Ambrosini, V. (2013). The moderating effect of organizational change cynicism on middle manager strategy commitment. International Journal of Human Resource Management,24(4), 721–746.
Bell, B. S., & Ford, J. K. (2007). Reactions to skill assessment: The forgotten factor in explaining motivation to learn. Human Resource Development Quarterly, 18(1), 33–62
Candi, M., Beltagui, A., & Riedel, J. C. K. H. (2013). Innovation through experience staging: Motives and outcomes. Journal of Product Innovation Management, 30(2), 279–297.
Colquitt, J. A., LePine, J. A., & Noe, R. A. (2000). Toward an integrative theory of training motivation: A meta-analytic path analysis of 20 years of research. Journal of Applied Psychology, 85(5), 678–707.
De Vaus, D. (2002). Surveys in social research. London; Taylor & Francis Books Ltd
Datta, G. N., & Eriksson, T. (2012). HRM practices and the within-firm gender wage gap. British Journal of Industrial Relations, 50(3), 554–580.
Den, H. D. N., & Verburg, R. M. (2004). High performance work systems, organizational culture and firm performance. Human Resource Management Journal, 14, 55–78
Lefter, V., Deaconu, A, Marinaș, C.,V, Igreț, R., Marin, I. (2012). Managementul resurselor umane.București: Editura ProUniversitaria.
Latham, G. P. (2012). Work Motivation: History, Theory, Research and Practice. Sage Publications Inc.USA
Saari, L. M., & Judge, T. A. (2004). Employee attitudes and job satisfaction. Human Resource Management, 43(3), 395–407.
Van Vianen, A. E. M., Dalhoeven, B. A. G. W., & De Pater, I. E. (2011). Aging and training and development willingness: Employee and supervisor mindset. Journal of Organizational Behavior, 32, 226–247.
Vuori, V., & Okkonen, J. (2012). Knowledge sharing motivational factors of using an intra-organizational social media platform. Journal of Knowledge Management, 16(4), 592–603.
A good touch on the young force. Motivation helps young people to rediscover themselves and realize dormant potentials in them via self-determination and actualization. Change is unattainable until one comes to a point of realization of the undeveloped potential and opportunities. Self-determination and actualization are the motivational processes that lead to a change of personal estate. Reading motivational literature or meeting people that could challenge you with practical life scenarios could transform unpleasant circumstances into achievable success. Therefore, motivation can help improve quality of life and to become a unique individual in society.
Agreed Ijaz. the strong link between motivation and personality among young people, which may influence their own efficiency or career interests such as artistic, practical, or entrepreneurial spirit. The literature also highlights the importance of individual and particular skills as a premise of success in a career (Bell & Blanchflower, 2011).
Young workers are less concerned about staying with one or a few employers as their attitudes and values differ from older generations (Eisner, 2005). For the younger generations, variety in the job and work-life balance are more important, which must be considered in motivating them. Eisner, S.P. 2005. Managing generation Y. SAM advanced management journal. 70(4), p4.
Yes, Ravi. Members of the younger generation are more open to the world than any previous generation, and their networks are much broader. Consider, for example, assigning a research project on best international practices to younger employees (Burduș and Popa, 2013).
Employee motivation Employees in both public and private sectors require motivation from their organizations to perform in the most favourable way in their job role and obtain job satisfaction. Money is one of the main motivational factors while other factors can be identified as rewards, recognition, appreciation, positive company culture, professional development, career development opportunities, flexible work schedules, job security and work environment. (Bender and Heywood, 2006) Well performing employees have been incentivized with monetary compensation, which historically has been the most used and accepted way to motivate and encourage employees to perform better (Pink, 2011). Importance of employee motivation for an organization Workers motivation has consistently been the main problem for company top management. (Feinstein, 2000) Because motivation factors within the company have a direct influence on labour productivity. Employees who are interested in their job r...
Job satisfaction or enjoyment is the degree of positive influence that a worker feels towards the workplace (Munyewende et al., 2014). It may be general satisfaction with the job role and responsibilities or with specific dimensions of the workplace, such as promotions, salary, and relationships with coworkers (Blaauw et al., 2013). Job satisfaction can be identified as the fulfilment through promotions, recognition, salary, and the achievement of goals (Ausloos and Pekalski, 2007). George and Jones (2008) defined job satisfaction as a collection of positive feelings that employees have towards their job. A productive and successful work environment can be developed by addressing and enhancing the motivational factors that impact employee job satisfaction (Munyewende et al., 2014). Herzberg's motivation-hygiene two-factor theory Herzberg's motivation-hygiene two-factor theory (also known as dual-factor theory) states that there are certain factors in the workplace that cause j...
Maslow model is developed to explain human motivation and employees' personal development needs (Udechukwu, 2009). Accordingly, this theory is well explained by the Maslow pyramid. Maslow’s theory is very useful for understanding the needs of people at work. Further, the theory explained actions that can be taken to satisfy them. His theory also helps top managers to recognize that deprived needs may negatively affect attitudes and behaviours (Andreassen et al., 2010). Figure 1.0 gives some examples of how top managers can use Maslow’s theory to better meet the needs of their workers. Accordingly, higher-level self-actualization requirements are satisfied entirely by intrinsic rewards. Further, esteem needs are satisfied by both intrinsic and extrinsic rewards. Lower-level requirements are served by extrinsic rewards (Schermerhorn, 2001). Figure1.0: Opportunities for Satisfaction in Maslow’s Hierarchy of Human Needs Source: Schermerhorn...
A good touch on the young force. Motivation helps young people to rediscover themselves and realize dormant potentials in them via self-determination and actualization. Change is unattainable until one comes to a point of realization of the undeveloped potential and opportunities. Self-determination and actualization are the motivational processes that lead to a change of personal estate. Reading motivational literature or meeting people that could challenge you with practical life scenarios could transform unpleasant circumstances into achievable success. Therefore, motivation can help improve quality of life and to become a unique individual in society.
ReplyDeleteAgreed Ijaz. the strong link between motivation and personality among young people, which may influence their own efficiency or career interests such as artistic, practical, or entrepreneurial spirit. The literature also highlights the importance of individual and particular skills as a premise of success in a career (Bell & Blanchflower, 2011).
DeleteYoung workers are less concerned about staying with one or a few employers as their attitudes and values differ from older generations (Eisner, 2005). For the younger generations, variety in the job and work-life balance are more important, which must be considered in motivating them.
ReplyDeleteEisner, S.P. 2005. Managing generation Y. SAM advanced management journal. 70(4), p4.
Yes, Ravi. Members of the younger generation are more open to the world than any previous generation, and their networks are much broader. Consider, for example, assigning a research project on best international practices to younger employees (Burduș and Popa, 2013).
Delete