Today’s organization highly dependent on how it attracts and motivates its employee and employee satisfaction is key of success of organization growth. Therefore, organizations are required to adopt a strategy to improve the employee’s quality of work life to satisfy both the organizational objectives and employee needs. Motivational strategies play a bigger role employee’s Job Satisfaction. Employees need to be more flexibility at work place to enjoy their commitment. The aim of this study is to learn and identify the factors affecting for motivating employee to get job satisfaction.
Organizations like Information Technology industries and other service sector businesses made the managers to feel and realize the fact that the major differentiators and uniqueness of the organization comes from its human resources. Since then the approach of personnel or human resource management has become employee centric, considering human resources as an asset, keeping them at best of the humor and creating a pride in the mindsets. The behavior and treatment of a organization towards its employees would affect their attitude and working behavior. Today the affectivity and high function of organizations will not occur without the assistance and cooperation of the employees. The best approach in dealing with these situations are the need for managers to adopt the motivational strategies and satisfaction level of the employees which determines their efficiency and effectiveness.
Based on different studies on Psychology and considering different motivational theories, each employee needs are different hence the motivational levels are different which need to be adopted by the organizations.
Factors effecting Employee Motivation and Job Satisfaction
Concept of Employee Motivation
Employee motivation is very crucial as it will affect its position in the market. We know the motivated employees can bring the high valuable products to the market. It is important for the leaders to know the behavior of each employee their strengths, weakness, threats and opportunities which will eventually help them to motivate.
Employee Motivation has been the subject of Research the last 70 years from many Scholars and Psychologists. Below are the most important theories.
The most known attempt to investigate the Subject is found in the work of Maslow (1943), where a hierarchy of needs is set as Levels of satisfied Needs. In that Pyramid, a satisfied need is not a Motivator anymore and the Person then seeks to satisfy the next Level of needs. The five Levels are: Physiological needs, Safety or Security needs, Social or affiliation needs, Esteem needs and Self-actualization needs, the latter being the will one has to become whatever he is capable to become.
Herzberg et. Al (1959) set another Model to distinguish between Factors that affect Satisfaction or dissatisfaction from Work. In that scheme the absence of specific Factors acts as “Dissatisfiers”, and these are: “salary, status, security and working conditions”, whereas the Presence of another set of Factors are the Satisfiers, which are: “personal achievement, recognition, development”.
Concept of Employee Job Satisfaction
Job Satisfaction, Employee Engagement, Organizational Commitment and Creativity, have been hailed by the managerial world as foundations of a successful company course. In today’s competitive and globalized economy, companies seek always to recruit the best employees and to keep them satisfied. The requirements from an employee these days are extremely high because of the complexity of the tasks. It is those employees that the companies are after, and these are the employees that a company should not only find and keep, but also bring out the best of them. In this difficult task, many factors come into play. Not only salary and working environment, but also learning opportunities, identification with the task and emotional connection are among the things the today’s manager should procure to his employees. Job measures whether an employee’s needs are being met at work and how satisfied they are with their overall work experience.
Quality of Work Life refers to the level of satisfaction, motivation, involvement and commitment individuals experience with respect to their lives at work. Companies interested in enhancing employees Quality of Work Life generally try to instill in employees the feelings of security, equity, pride, internal democracy, ownership, autonomy, responsibility and flexibility. They try to treat employees in a fair and supportive manner.
Job satisfaction is emphasized to be the most major element in the organization. Because of to achieve success, the organization must keep their employees satisfied in the job. Similarly, job satisfaction is explained as the level of the positive or negative feeling of staffs toward their job.
CAUSE OF PROBLEM
When there was era of recession Globally (around 2007 & 2008), There is huge number of layoffs were happening across the organizations, employees were not feeling secured. Hence there were having negative emotions. They were having a fear that they might lose primary source of income. Understanding these emotions were important and to motivate them in order make them feel secured of their jobs. In this situation, communication played a major role where to bring the employees from negative to positive
We understood emotions play valuable insights in the workplace by knowing the employee performance and job satisfaction. Similar issue happens Thomson Reuters where organization out sourced the employees to one of the Huge Revenue division F&R (Financial and Research) Department to Blackstone in the year 2018.
“Blackstone signs contract to buy F&R, staff in F&R are no doubt sitting ducks. Expect 25-40% job cuts especially in all high cost centers. Employees (black)’stoned’ to the exit door. Rumor is that severance package, service continuity benefits may be dishonored going by the weasel words of the reigning CEO.
This day 30th Jan will forever be remembered as the Black day in the history of Reuters.”
Theoretical Causes of Problem
- Job satisfaction and Dissatisfaction
- Emotions and Moods
- Motivation Concepts
Initiatives of Thomson Reuters for Motivating Employees and creating Employee Job satisfaction
The variables affecting the satisfaction of employees can be identified as Organization Development, Policies of Compensation and Benefit, Job Satisfaction, Promotion and Career Development, Job Security, Relationship with Superiors, overall Working Environment & Condition, Leadership Styles, Work Group, personal factors like personality, education, expectation, age, gender differences etc.
To achieve Employee Job Satisfaction, TR(Thomson Reuters) follows below factors in their work environment.
We want to ensure our employees are shaping their careers, their communities, and their local environment, so Thomson Reuters is seen as a great place to work.
Flexibility to perform
Named as one of Forbes, Best Companies for Work/Life Balance, Thomson Reuters provides you with the flexibility to structure your work in ways that meet our expectations for high performance while allowing time to enjoy and enrich your life
Careers without boundaries
With employees in over 90 countries, working across 3 different industries, we offer opportunities as big as the world. You’ll have the ability to create a career path that matches your talents, interests, and goals. Whether you want to change functions, industries or countries, we give you the freedom to explore.
The chance to innovate
Innovation isn’t limited to creating new products and services. Being innovative is about doing things in new and improved ways. We’ve created the Catalyst Fund, which is designed to engage employees and enhance the pipeline of business ideas that we ultimately bring to market through the sponsorship of early stage innovation. The Catalyst Fund has been created to provide the funding, process, and transparency to advance great ideas, as well as new opportunities for learning and career development.
Learning and development opportunities
It’s a new world of learning at Thomson Reuters, one that harnesses your unique perspectives to build a platform for shared insights. No matter where you are in your career, the company or the world, you have plenty to contribute. With access to Harvard Manage Mentor, we have learning and development opportunities for everyone: employees, managers, senior leaders, executives, sales managers, emerging leaders, and women leaders.
All Thomson Reuters employees can participate in ‘Your Wellbeing,’ an initiative that will focus on providing opportunities to make all of our lives healthier. Your Wellbeing provides the tools, information, and motivation to help us collectively make consistent changes that will positively impact our health.
Thomson Reuters has established a formal process for employees to develop Business Resource Groups (BRGs), which are voluntary, employee-driven associations that benefit both our employees and the company’s business goals. Our current BRGs include:
- Asian Affinity Network
- Black Employee Network
- Early Careers Network
- Global Disability Employee Network
- Latino Employee Network
This helped in understanding their challenges like problems of fatigue, boredom and other factors which will impact the work performance.
Cross- training technologies, continuous learning, leadership effectiveness, needs and motivational forces, job satisfaction etc., also play a role
Understand the job satisfaction levels of each employee and created the responses to dissatisfaction.
Observed Neglect response then we used to have regular interactions, provided them additional responsibilities, share them the customer appreciation mails, motivated them to boost up their confidence and in turn become the high- performance team
It was a great challenge to move the active Destructive to Active constructive.
Motivation is a key component to unlocking and achieving true potential, but motivational triggers vary from person to person. So how do you create a work environment where all employees feel motivated and energized? At Thomson Reuters, we encourage our employees to be curious and challenge the status quo. We also focus on ensuring we have an environment of trust and openness, where our employees can feel safe to take interpersonal and ideational risks.
Research shows that being motivated in the workplace fosters productivity. What motivates you? We asked employees #workingatTR to share what inspires them to work hard each day at Thomson Reuters.
“Every day brings something new and different and that surprise is motivating to me. I like learning new things that I never could have imagined I would have encountered or comprehended.”
– Claire Crossman, Director of Product Management | Hoboken, NJ, USA
Learning something new
“Learning is what I love about my job the most, and I would do it even if I didn’t get paid. This isn’t just about the technology, although I love that too, for me it’s also about finding ways to be more effective. I always want to see what’s around the next corner, and having the freedom to apply that learning to the work I do every day has been one of the best parts of working at TR.” – Matt Buckley, Director of Barossa Technology | Exmouth, UK
“The work we do is complex and never-ending, but every call or meeting, even the tough ones, are always dotted with a personal connection, laughter and a bit of fun. We spend the majority of our time in the office, we should enjoy it.” – Christine Imaizumi, Manager of User Experience | Carrollton, TX, USA
A great work environment
“The workplace environment often has the biggest impact on how motivated you are at work. You thrive when you are part of an upbeat, supportive environment that gets you ‘in the zone’ that you need to be in so that you succeed. That’s exactly what TR offers me here! I fortunately have a support team that helps motivate me and encourages me to be better at what I do.” – Sneha Panesar, Senior Business Analyst | Hoboken, NJ, USA
“The value that embracing flexible working practices brings to the lives of TR employees should not be underestimated. Work is such a big part of everyone’s life but is always balanced with home life. I’ve written previously about the advantages that flexible working brings to both TR and its employees – it’s a two-way benefit. I have no doubt that my motivation to work here and deliver results has been hugely influenced by this.” – Stuart Morris, Technical Business Analyst | London, UK
“The company is about more than just making profit. It’s also about making a positive difference in this world. There are few that not only state that but illustrate that in their mission, strategy and execution, and Thomson Reuters is one!” –Gabe Madison | Community Relations Director
“It’s 7 am on Friday and I’m drinking my first coffee in the office. I’ve recently started some new challenging project that requires conceptual work…It gives me a great flow and motivation to start my day earlier.” – Karolina Majowicz-Prager | Manager, Talent Acquisitio
Satisfaction an employee receives from his Job is something that can be influenced through a culture that supports learning more autonomy to the employee and through giving more meaning to his/her Job. The Engagement with which an employee executes his/her duties can also be affected. As shown, this can be achieved if the employee feels motivated. The factor Motivation on the other side, can be influenced if the Tasks are high at Job Characteristics or stated differently if they are meaningful, complete or affect many people. It has also been shown that the personality traits play a role on the degree to which an employee feels engaged on his duties.
- Stephen P. Robbins, Timothy A. Judge, Neharika Vohra(16a). Organizational Behaviour
- K Aswathappa. Human Resource Management
- Walton, R.E., (1975). Criteria for Quality of Working Life. In Davis, L.E., Cherns, A.B. and Associates (Eds.) The Quality of Working Life, The Free Press, New York, NY, 1: 91- 104.
- Donald P. Moynihan, Sanjay K. Pandey. Finding Workable Levers Over Work Motivation: Comparing Job Satisfaction, Job Involvement, and Organizational Commitment Administration & Society, vol. 39, 7: pp. 803-832. , First Published Nov 1, 2007