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As the world moved on from phase to phase, humans saw development. The major impact of human development was made when the engine was invented. This era was marked as the beginning of the industrial revolution. As the industrial revolution progressed human development saw an increase as well, heavy machinery was used and manufacturing of goods started to increase at a steady rate. The industrial revolution saw it turn when the manufacturing of consumer goods started. This was a totally new dimension and needed a totally new approach.

Apart from this the employee considerations were also raised as the importance of humans as a labor force and capital was identified. Human Resource field was developed and the management side of any organization was also recognized (Robbins& Judge 2008). The importance of an employee to the organization as the whole was the marking point in human history. The simple deduction was how to make an employee work at its maximum capacity. This was highlighted as a premium concern and the remedy was to be the attitude of an employee towards the work he or she is performing.


The attitude of an employee was affected by many surrounding factors like for example financial stability, happy house life, job security, field of interest and etc. These factors led to the concept of employee attitudes. The amount of satisfaction the employee enjoys in all the above mentioned factors was directly proportional to the motivation he or she had. This resulted in higher performances and efficiency in an employee’s work. As time passed different theories and methods were adopted to increase employee motivation levels. Each one was effective in its given scenario and situation, keeping in mind all the external and internal factors.

I will quote my personal example here. I was interning during my graduate program in a Multinational Business Solution Provider. For the first time I got to know, how much the theory relates to a professional situation. My performance was directly related to the amount of motivation I had. As different people have different motivation drivers I had different. A simple example is when I had to make a weekly sales report my boss would interfere telling me the details and procedures, just to make sure that I do not make mistakes and learn quickly, but as I was more relaxed and composed when working alone and without someone guiding me I had problems working in that situation.

In the same way one of my colleagues found it extremely difficult to work on his own and needed constant explanations and details while working. Once he said to me I don’t really know where I am heading to until and unless someone assures me that I am in the right direction or someone guides me. I was surprised to listen to his comments and found it interesting to share my feelings with him.

When I told him how I prefer working and learning alone he simply replied that different people have different motivating factors, which affect the performance. In the same way other employees had other factors that affected their performance (Silverstein 2007).  Some people had achievement as the motivating factor while others thought that monetary rewards were the best way to motivate a person to perform at his maximum capacity.

Another aspect quite commonly studied is the level of equilibrium a person needs to have to motivate him or her to provide the desired output. Equality and equilibrium here means the person’s perception or understanding of how fairly he or she is being treated with opportunities, rewards, behavior and atmosphere. If a person thinks he or she is being treated unfairly a huge chunk or almost all of the motivation seeps away. In the same way a person who thinks he or she is being treated rather fairly has high motivation levels (Deeprose 2006).

This theory is quite successfully tested and proved by various scholars of this field. For example an employee who thinks he or she is not being treated fairly would soon lose his or her interest in the job and would look to find ways to irritate the boss and create problems on the whole. The point here is that among the many factors that affect an employee’s motivation level one of the most important one is the treatment and equality he or she thinks is being given to him or her (Bartkus 2008).

There was an employee in the company where I interned who was not happy with the management and wanted changes in the way his department was being handled. This employee not himself knowingly was the main reason for creating problems in the department’s daily processes which resulted in the low performance of the department as a whole. The problem was only sorted out when individual performances of the employees were assessed and presented in front of the management. Then certain steps were taken to resolve the issues that man had with the management. It was obvious by the analysis of that person’s performance that the whole department was suffering due to him.


Bartkus, V. (2008). Getting It Right: Notre Dame on Leadership and Judgment in Business. Jossey-Bass.

Deeprose, D. (2006). How to Recognize and Reward Employees: 150 Ways to Inspire Peak Performance. AMACOM.

Kinicki, A. & Kreitner, R. (2008). Organizational Behavior: Key Concepts, Skills & Best Practices. McGraw-Hill/Irwin.

Robbins, S.P. & Judge, T.A. (2008). Organizational Behavior. Prentice Hall

Silverstein, B. (2007). Best Practices: Motivating Employees: Bringing Out the Best in Your People. Collins Business.

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