The task requires us to choose a topic; identify two associated peer researched journal articles, and make our own comparative analysis of them in relation to this issue.
The topic preferred is the "The relationship between retention of the worker and the employee's motivation".
Accordingly two articles were preferred "Performance and Inspiration" made by Alfred W. Huf III, and "Staff retention and turnover: Using Motivational Variables as a panacea, " by Michael O. Samuel and Crispen Chipunza.
The writer of the first article says that main aim is to check out the link between performance and inspiration. This content mainly considers the employee's perspective, and how they have performed with regards to improvement in the quality of their working life. Most of the cases in this article show how performance can be held at a high level, getting the best from each worker. Motivation always uses the standard of the management, and when there is a good management in the business there will be top level drive as well. This content also talks about how employees are motivated insurance agencies "non-cash rewards" and the "cash rewards". Importantly, it also describes that we now have contradictions in the task of a few major policy makers such as Herzberg, Maslow, and Taylor. The writer shows and talks about the reality regarding this subject.
The authors of the next article - "Employee retention and turnover: using motivational parameters as a panacea" aim to stress research that tells the story of why the people employed in an company are leaving. It describes intrinsic and extrinsic factors that will impact the turnover of employees at work. And because of this the authors have chosen a few organizations and also have centered research regarding this. They have also determined the motivational factors that have an effect on the turnover and the retention of personnel. So this is a study centered article that will guide us to consider the critical indicators of motivation and the turnover or retention of employees within an organisation. It is hard to keep skilled employees in an organisation. We have to provide many incentives and many rewards to preserve these people. So, motivational factors are the most important factors to be looked at in any type of organization. In this article the authors show some theoretical and sensible factors that influenced the turnover and retention of employees. As it very hard for mangers to sustain their skilled employees in the organisation, a good plan is necessary which has to be worked hard at.
With this understanding we can also identify certain similarities as well as disparities in both of these articles. This survey will provide more specific examination of these.
In the first article, 'Performance and Inspiration; the author is mainly looking to identify the link between motivation and performance within large organisational manners. He shows that is really essential to improve to boost motivation and so decrease the turnover in the business. But in the second article "Employee Retention and Turnover: Using Motivational Factors as a Panacea. " The authors discuss the motivational factors or the variables that could keep the personnel in the company, and affirm how important it is to keep carefully the skilled personnel bonded to the company. Therefore the two articles share the focus on the determination and the retention of skilled individuals.
In the first article the few case studies that may guide us to identify some factors that are important to comprehend the motivational factors within an organization are reviewed. It also describes the theoretical assessment.
The "non-cash rewards" can be a vital part of employee's determination. The writer of the first article suggests that the non-cash rewards such as flexi time, goal established incentives, and pleasing the 'staff of the month' will motivate rather more than giving an amount of money to the staff. It is also said that connecting this among the list of employees is the most important part of motivating them. So these kinds of 'rewards' may lead to the top performing employees remaining in an organization.
In the incentive packages they give the expert can consider that presenting merchandise awards works more effectively than supplying top seller vacations. In regular or monthly conferences the power can opt to offer such awards to the top sales groups or individuals as a determination tactic. This falls in to the category of desire by no-cash rewards.
The creator also recognizes another critical motivational factor, i. e. employees being asked to suggest, or demonstrate, change that could be made to improve performance. That is crucial, particularly if an employee is looking in other places for a much better offer, as it gives the opportunity to make clear their need to look anywhere else, also to suggest what might improve their immediate situation. In addition, it gives people who are accomplishing well the chance to make a deal incentives. Within such a culture, one in which the need to execute well is prompted, employees have to be anxious less about employees turnover.
And there is certainly one thing that comes up in the article that the partnership between employer and staff is so important to the retention of employees. This is done by creating a talk with the employee and the company. The company can ask the reports that the bad and the nice situation from the employees of their life. So this will create a huge bond between your two functions and the staff may unable to bargain incentives after this kind of dialogue.
And finally an important motivational factor is discovered in the second option part of the article. The motivating dialect used by the leader or the manger when taking to employees is one of the most powerful ways in such better drive and high work performance can be encourage.
As we can see, the above factors can be used as motivational strategies within an organisation. So, it's important to consider the other well-established factors in the second article to compare the linkage between your two articles.
We have found in the second article that the authors condition the theoretical aspects of the motivation. They suggest that Herzberg has identified some motivational factors that can be taken into account. He described the intrinsic variables as achievements, recognitions, advancements, responsibility, work itself and the growth of employee. These are a few of the most well-known motivational factors you can use to keep employees.
However, the article also states that extrinsic factors also may have some effect on the retention and turnover of employees. The factors we've identified in this specific article are: competitive salary, friendly working environment, better interpersonal relationships and, the main, job security.
According to this article the most effective employee retention strategy will be the combo of both intrinsic and extrinsic variables.
This article is focuses on linking the books of motivational factors with current functional knowledge, and constructs a model to describe the entire history of why the employee, turnover and retention happen.
The second article distinguished many sensible factors that straight affect the determination and retention of employees. So we can identify some extrinsic and intrinsic motivational factors that effect worker turnover and retention. The next motivation variables appear to have significant affect over employee motivation, retention and the turnover as well.
Training and development
Sense of owned by the organisation
Interesting / challenging work environment
Freedom and encouragement of ground breaking thinking
Performance - based promotion alternatively than automatic seniority.
Building a life-long relationship
As mentioned in the analysis, there a wide range of motivational factors that may be identified from the two articles.
The major findings from the first article identify the theoretical aspects of how inspiration could be used to build up better performance within an organisation. In addition, it specifies the motivational factors that are related to the situations explored, and this is the fact of that study. Some motivational factors determined in the article can be quite important to the performance of the personnel. The primary motivational techniques discussed in this specific article are goal incentives, flexi time, employees of the month, goods award, top owner tips and language to employee. Quite simply, this article gives emphasize on motivational factors for maximize the worker performance.
The second article recognizes practical methods to the development of the desire that will certainly reduce turnover and wthhold the skilled staff in the organization. Some critical indicators related to expansion in the organisation can even be identified in this article, factors which can be required to be able to preserve skilled workers; in the meantime employees can get wider experience and offered further training. In this specific article it becomes clear that certain motivational factors are crucial in influencing the employee's decisions.
Analysis of the two articles brings about the conclusion that, though approaching issues of desire and retention of employees from different guidelines, both concur that training and development, a competitive salary deal, job security, work autonomy and acknowledgement / rewards are the key motivational factors that will influence workforce balance, increase capability, higher skill foundation, and better performance in the workplace.