Benefits of Employee Motivation and Engagement

 

The importance of having a highly motivated and engaged workforce is as it has a direct impact on an organization’s success (Markos et al., 2020).

Some benefits of Employee Motivation and Engagement are being discussed below;

·        Improvement of Efficiency

A subordinate's or employee's status is determined by more than only his or her skills and talents. The gap between ability and willingness, which aids in improving the level of performance of subordinates, must be bridged in order to achieve the best of his work performance. This will enhance productivity while lowering costs optimizing activities, as well as increasing general workplace efficiency (Adi, 2000). To achieve its objectives, every business requires physical, financial, and people resources. Human resources can be used to their greatest potential only if they are motivated. This can be accomplished through increasing employee willingness to work. This will assist organizations in getting the most out of their resource (Rothberg, 2005).

·        Improved quality of work and customer service

Employees who are motivated are more likely to perform to a higher standard and put more effort into producing better products. People who work in service sectors are also more likely to give excellent customer service and to like their jobs. Employee engagement is positively associated with customer happiness, corporate earnings, and productivity (Harter et al., 2002).

·        Boost Innovative ideas

Motivated personnel are more invested in the company's success, therefore they'll be in charge of coming up with new ideas and improving corporate performance (Perez, 2021). 

·        Improved Problem-Solving capability

Most organizations search for problem-solving abilities in their staff. Employees that are motivated will work harder to solve problems and overcome hurdles. Employees with high levels of engagement and enthusiasm are more likely to define their work roles broadly (Vance, 2006). Workers are more willing to take on issues that are outside of their immediate responsibilities when job functions are defined broadly. These challenges motivate people to think outside the box and solve problems before they become a problem (Vance, 2006).

·        Lower Absenteeism

Employees are taking fewer days off for illness or other reasons, resulting in lower absenteeism. Employees that are motivated are more inclined to return to work rather than take time off. It is critical for employees to live their personal lives and devote time to various elements of their lives in order to perform well at work. Employees that have a better work-life balance are thought to be less stressed and have a lower absence rate (Armstrong, 2014).

·        Retention of workers

There is a low amount of personnel turnover. This is particularly crucial for firms, as employees that stay in a business have experience and keep recruitment costs low. There is also less training required (Nguyen et al., 2020). Numerous studies have repeatedly indicated that firms with higher levels of employee engagement have higher productivity and benefits from reduced staff turnover and non-attendance rates (Nguyen et al., 2020).

·        Flexibility and adaptability to changes

Every employer aspires to be as flexible as possible. Employees who are more motivated are more adaptable to change and more willing to try new things (Hoang et al., 2022).

·        Improved relationships between management and workers

This could mean that employees are less inclined to seek legal or industrial action against bosses if they accept changes without protest (Meher et al., 2022). Employees are not required to love or revere their bosses. Employees must have faith in their superiors' decision-making abilities. People lose faith in companies if their employees believe they are incompetent, whether on a professional or managerial level (Brown, 2021).

·        Improved Team work

Most motivated employees are more likely to be team players than solo players since they are driven by the company's aims and objectives (Brown, 2021). How employees feel about their coworkers and the relationships they form can make all the difference in whether they enjoy going to work or loathe every minute spent there (Brown, 2021).

·        Spread positivity among other employees

Employees that are disengaged have a negative impact on others. Furthermore, their hostility may contribute to an unhealthy corporate culture (Flynn, 2011)

 

References

Adi, D.Y. (2000) Motivation as a Means of Effective Staff Productivity in the Public Sector: A Case Study of Nigerian Immigration Service. Borno State of Nigeria. Unpublished MPA Thesis. School University of Maiduguri Nigeria.

Armstrong, M., and Taylor, S. (2014) Armstrong's Handbook of Human Resource Management Practice. London, UK. Kogan Page Ltd.

Brown, A. (2021) Lack of Employee Workplace Motivation? Factors & Problems with Dissatisfaction, Demotivation, Demoralisation. [Online]. Available at https://www.hronline.co.uk/blog/lack-employee-workplace-motivation-factors-problems-dissatisfaction-demotivation-demoralisation/. Accessed on 3^rd May 2022.

Flynn, S. (2011), "Can you directly motivate employees? Exploding the myth", Development and Learning in Organizations, 25(1), pp. 11-15. [Online]. Available at https://doi.org/10.1108/14777281111096771. Accessed on 4^th May 2022.

Harter, J. K., Schmidt, F. L., and Hayes, T.L. (2002) “Business unit level relationship between employee satisfaction, employee engagement, and business outcomes: a meta-analysis.” Journal of Applied Psychology, 87(2), pp. 268–279. [Online]. Available at https://www.researchgate.net/publication/11367971_Business-Unit-Level_Relationship_Between_Employee_Satisfaction_Employee_Engagement_and_Business_Outcomes_A_Meta-Analysis. Accessed on 3^rd May 2022.

Hoang, G., Luu, T. T., Du, T. and Nguyen, T.T. (2022), "Can both entrepreneurial and ethical leadership shape employees’ service innovative behavior?", Journal of Services Marketing. [Online]. Available at https://doi.org/10.1108/JSM-07-2021-0276. Accessed on 4^th May 2022.

Markos, S. and Sridevi, M. (2010). Employee Engagement: The Key to Improving Performance. International Journal of Business and Management, 5(12). [Online]. Available at http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.466.1591&rep=rep1&type=pdf. Accessed on 4^th May 2022.

Meher, J. R. and Mishra, R. K. (2022), "Evaluation of perceived benefits and employee satisfaction through knowledge management practices", Global Knowledge, Memory and Communication, 71(1/2), pp. 86-102. [Online]. Available at https://doi.org/10.1108/GKMC-11-2020-0181. Accessed on 3^rd May 2022.

Nguyen, L. G. T. and Pham, H. T. (2020) “Factors Affecting Employee Engagement at Not-For-Profit Organizations: A Case in Vietnam,” The Journal of Asian Finance, Economics and Business. Korea Distribution Science Association, 7(8), pp. 495–507. [Online]. Available at https://www.koreascience.or.kr/article/JAKO202026061031709.page. Accessed on 3^rd May 2022.

Perez, K. (2021) 4 BENEFITS OF MOTIVATED EMPLOYEES. [Online]. Available at https://www.penguins.co.uk/incentive-travel-blog/four-benefits-motivate-employees. Accessed on 3^rd May 2022.

Rothberg, G. (2005) The Role of Idea in the Managers Workplace: Theory and Practice. Pakistan Management Review, 42(4), pp. 48-73.

Vance, R. J. (2006) The Link Between Employer Practices and Employee Engagement. Employee Engagement and Commitment. pp. 7-18 [Online]. Available at https://www.shrm.org/foundation/ourwork/initiatives/resources-from-past-initiatives/Documents/Employee%20Engagement%20and%20Commitment.pdf. Accessed on 3^rd May 2022.