In today’s chaotic business environment, success depends on employees utilising their talents.
Despite the myriad of available theories and practices, there have always been a misconception around motivation because individuals are motivated by different things or needs and in different ways (Ghebregiorgis and Karsten, 2007).
This is due to the fact that employees are different and are motivated by different factors.
Also, not all employees’ needs would correspond to the organisation’s needs; hence some needs may relate entirely to the individual’s private life and be neutral to company’s goals (Meads and Andrews, 2009).
It is in light of this that the following research questions are formulated: • What are the factors that can motivate employees to improve their performance?
This has been challenging for employers for a long time and has been dealt with in different ways across organisations over time (Gospel, 1992).
HRM is the strategic approach to the management of an organisation’s most valued assets – the employees who work together individually and collectively to achieve the aims and objectives of the business (Mead and Andrews, 2009).
Based on this, Frederick Herzberg famously said: “If you want people to do a good job, give them a good job to do.” Hence, it is vital for any organisation to constantly discover different ways to motivate employees so as to improve performance, productivity and quality, which will also reflects on the overall performance of the company and help maintain competitive advantage in the market.
This is due, in part to the fact that what motivates employees’ changes continuously (Buford et al, 1995).