The concept of motivation in general and Herzberg's two-factor theory in particular, has been the subject-matter of research for long and continues to be relevant. This study attempts to explore the constituents of `motivators' and `satisfiers' in an ITES (Information Technology Enabled Services) organization in India. The findings of the study are discussed and interpreted in the light of the changing work environment.
Employee
motivation as an area of research and practice has always
been accorded an important place in the field of management.
At the practical level, it forms an integral part of the performance
equation, and at the theoretical level, it is viewed by researchers
as a fundamental building block in the development of useful
theories of effective management practices (Steers et al.,
2004). From the perspective of a practicing manager, the concept
of motivation assumes significance since employee performance
is often described as a joint function of ability and attitude.
One of the primary tasks of a manager is to motivate the employees
to perform to the best of their ability (Moorhead and Griffin,
1998). Bringing out the best in their employees is of great
concern to all the managers in today's changing work environment,
which is characterized by increased competition and globalization.
In such a competitive business environment, a motivated workforce
is frequently cited as a hallmark of competitive advantage.
The importance of a motivated workforce is examined in a special
issue of Harvard Business Review (January, 2003), which
states that employee motivation is a key strategic asset in
dealing with competition and achieving corporate performance. |
