The related constructs of reward system, organizational culture and supervisory intervention is boosting the four emotional drivers for employee motivation is one of the key tenets that have been explained in this framework. The emotional drivers are independent variables and depending on the organizational and supervisory functions and factors, employee motivation can be optimized. It is the responsibility of individual supervisors to provide careful attention to the drivers of employee motivation.
Then, it is the effort of the entire organization to boost the overall employee morale and motivation levels by effectively using these four drivers. The organizational levers including the reward system can be made effective by the implementation of an enterprise system that helps in chalking out a clear job description and modes of socialization. This can be conducted by using both intrinsic and extrinsic rewards so as to boost the emotional drivers to garner augmented motivation levels (Weiling et al. 2012).
Experts maintain that it is essential for supervisors to determine the constructs that boosts the four emotional drivers. Supervisors have considerable influence in inducing a sense of shared culture in the firm as well as a shared purpose of teamwork and an overall organizational purpose over subordinates. These organizational levers help in driving the emotional drivers of socialization or bonding. At the same time, introducing a blend of intrinsic and extrinsic reward system helps in satiating the drive to gain social status as well as scarce resources (Moynisan & Pandey, 2007).
Job involvement and employee commitment helps in fulfilling the curiosity drive of employees and managers can significantly influence this emotional drive. This may be done by empowering employees and making them accountable for their work. The design of the job also impacts the emotional drivers. If the job design is one that warrants employees to learn and expand their knowledge then their drive for curiosity is satiated. At the same time, ensuring transparency, fairness and trust in the performance appraisal system helps employees to satiate their defence drive. If the performance management and allocation of resources is biased, then may lead to conflicts, lack of teamwork and a hostile organizational culture. Supervisors play a key function in ensuring that subordinates have a transparent performance appraisal system by being honest in their ratings. Most organizations fail in boosting motivation, due to flawed performance appraisal and hence scholars are proposing multi-sourced traditional data collection systems for employee evaluation. These do away with the rating biases and foster cohesive organizational culture, thereby satisfying the defence drive of employees (Kumar & Raghavendran, 2013).
Thus, it is the responsibility of individual supervisors to drive employee motivation. Also, the organization as a whole needs to approach employee motivation holistically in order to satiate the four significant drivers so as to boost the morale and motivation levels of personnel in order to augment employee and overall organizational performance and growth.
References
Kumar, H. & Raghavendran, S. (2013). Not by money alone: the emotional wallet and talent management. Journal of Business Strategy, 34 (3), 16 – 23.
Moynisan, D.P. & Pandey, S.K. (2007). Finding workable levers over work motivation: comparing job satisfaction, job involvement, and organizational commitment. Administration & Society, 39 (7), 803 – 832.
Noria, N., Groysberg, B & Lee, L. (2008). Employee motivation: a powerful new tool. Harvard Business Review, 1 – 8.
Weiling, K., Chuan – Hoo, T., Choon – Ling, S. & Kwok – Kee, W. (2012). Inducing intrinsic motivation to explore the enterprise system: the supremacy of organizational levers. Journal of Management Information Systems, 29 (3), 257 – 290.
