Acta Technica Corviniensis

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ACTA TECHNICA CORVINIENSIS – BULLETIN of ENGINEERINGincreasing the performance of the saidboundary spanning roles.If management neglect to educate and motivatetheir employees, they will inevitable becomedissatisfied or disenchanted with their job.Disenchantment in the workplace leads toabsenteeism, turnover, sick leave, strikes,grievances and even accidents. Denton (1991)believes a motivated workforce would alleviatedisenchantment felt by employees and improvethese factors. Denton (1991) also believes amotivated workforce will lead to greaterunderstanding, acceptance, commitment toimplementation, understanding of objectivesand decision making between management andemployees.Finally, motivation can also be used as a tool todevelop further, the high performers and ensurethey are satisfied with their work activities.Green (2000) envisages motivation to beproactive in the sense of; in dealing withemployees who are high performers, motivationis essential, otherwise their performance willdecline or they will simply leave the job. In thearea of dealing with low performers, motivationis a prerequisite, otherwise these employees willdrag results down, lower productivity andcertainly won’t leave the organization, as theywill have nowhere else to go.HOW MANAGEMENT CAN MOTIVATE THEIREMPLOYEES?Rewards: “Good manager helps sub-ordinatesfeel strong and responsible, who rewards themproperly for good performance and who seesthat things are organized in such a way thatsubordinates feel they know what they shouldbe doing” (McClelland and Burnham, 1997,p.30). As McClelland and Burnham (1997)outline, management should reward theiremployees for their performance and loyalty.Rewards can take two forms; extrinsic rewardsor intrinsic rewards.Extrinsic Rewards: Extrinsic rewards as outlinedby Rudolph and Kleiner (1989) and Sujan (1986)as those basic material requirements whichmanagement must meet for the employee.Examples include; salary, fringe benefits,promotions and so on. The extrinsic rewardsare usually viewed by employees as a given anda must. Extrinsic rewards are usually thought ofin terms of money.Darmon (1974) believes money or financialincentives are motivators of employees’behavior and they can be used to influence theirbehavior; this can be used in a variety ofcircumstances, which may arise within theorganization.Dauten (1998) outlines how employees are bestmotivated, by having them bet on their ownsuccess. Therefore, management should tie theirperformance in with their bonuses; this will actas a motivator, as a challenge has beenpresented to them. Employees will want toachieve managements’ goals as the greater theirperformance the greater the financial rewardreceived.Intrinsic Rewards: Rudolph and Kleiner (1989)outline intrinsic rewards as psychologicalincentives, for example, input, thanks, jobrotation, job enlargement and so on. Theimportance of intrinsic rewards is how theybuild a climate and environment of trust and cooperationamong employees. Or as Sujan (1986)outlines, employees who are motivatedintrinsically “enjoy performing job-related tasks,such as influencing customers and learningabout the company” (p.42).Nelson (2003) contends, while money is amotivator, it is not as powerful as the following:Feeling of contribution to the job, havingmanagement tell us we are doing a good job,having the respect of our peers and colleagues,being involved and informed of developmentsand having meaningful and interesting work.While, Nelson (2003) finds these methods as goodmotivating tools, he outlines how the use ofrecognition is the ultimate motivator.The importance being, “recognition is not justfor the person who performed well – it alsosends a message to other employees as itcommunicates the standard of the company”(Nelson, 2003, p.8). Nelson (2003) implores tomanagement, recognition will improve the levelof performance by employees, which inevitablyimproves the financial performance of theorganization. Nelson (2003) believes the uses ofmonetary rewards are becoming “viewed as aright as opposed to reward and therefore theability for money to serve as incentive isdiminished” (p.8). Money also distracts teammembers as their concentration is now focusedon individual cash gains. Therefore, Nelson(2003) has developed a number of ways in which282008/ACTA TECHNICA CORVINIENSIS/Tome I
ACTA TECHNICA CORVINIENSIS – BULLETIN of ENGINEERINGan organization can motivate their employeeswithout incurring great financial costs.Ways in which an organization can installrecognition as low-cost (Nelson, 2003, p.9):Call employees into office and say “thanks”Acknowledge individual achievementsCreate employee “hall of fame”Photo collage of successful project and thosewho worked on itPlace to display memos/posters asrecognition of employees work in their helpin achieving goalsBehind – the – scenes awards for those outof limelightCertificate programMost importantly, be timely, sincere andspecific.CONCLUSIONMany organizations testify that their employeesare their most valuable resource. This isespecially relevant in the service organization.Customers often base their perceptions of theservice on the quality of the interaction withservice personnel. For this reason it is essentialthat the employee is motivated to consistentlydeliver a high quality service experience to thecustomer. Motivation is especially importantwhen employees operate in a boundaryspanning position, as this involves high levels ofstress and burn out.We propose internal marketing as a mechanismfor ensuring the motivation of serviceemployees. The implementation of an internalmarketing program ensures that motivation is atthe forefront of managements’ priorities. Thisrealization implores management to considerthat motivation is not solely the responsibility ofhuman resources but must be adopted by allmanagers throughout the organizationregardless of their functional department. Insummary, the importance of motivated highcontact employees is fully realized through theadoption of internal marketing.REFERENCES[1] BATESON, J.E.G. and HOFFMAN, K.D. (1996),Managing Services Marketing, 4 th edn.Dryden Press, Dryden. U.S.A[2] CARSLEN, K. (2003) Sales motivation: onesize does not fit all. Selling, October, pp.14 – 15.[3] DARMON, R.Y. (1974) Salesman’s responseto financial incentives: an empirical study.Journal of Marketing Research, 11 (3)November, pp. 418 – 426.[4] DAUTEN, D. (1998) The best way to motivateemployees: have them bet on their ownsuccess. New Hampshire Business Review,20 (13) June, pp.8 –9.[5] DENTON, D.K. (1991) What’s wrong withthese employees? Business Horizons, 34 (5)September – October, pp. 45 – 49.[6] EVENSON, R. (2003) Motivating to developan all-star team. American Salesman, 48(10) October, pp. 21 – 27.[7] GRONROOS, C. (1990). ServiceManagement and Marketing Managing theMoments Of Truth in Service Competition.Lexington Books. U.S.A.[8] LEWIS, B.R. and ENTWISTLE, T.W. (1990),“Managing the service encounter: a focuson the employee”, International Journal ofServices Industry Management, Vol.1 No. 3,pp.41-52[9] NELSON, B. (2003) Money is not the root ofall motivation. Health Care Registration,12 (10) July, pp. 7 – 9.[10] RAFAELI, (1989), “When cashiers meetcustomers: an analysis of the role ofsupermarket cashiers”, ManagementAcademy Review, Vol. 32 No. 2, pp.245-273[11] REGAN, W.J. (1963), “The servicerevolution”, Journal of Marketing, Vol. 27No. 3, pp.57-63.[12] ROBBINS, S.P. (1993) OrganizationalBehavior, Englewood Cliffs, New Jersey,Prentice-Hall as cited in Lu, L. (1999) Workmotivation, job stress and employees’ wellbeing. Journal of Applied ManagementStudies, 8 (1) June, pp. 61 – 72.[13] RUDOLPH, P.A. and KLEIMER, B.H. (1989) Theart of motivating employees. Journal ofManagerial Psychology, 4 (5), pp. 1 – 4.2008/ACTA TECHNICA CORVINIENSIS/Tome I 29
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