1. Introduction of Employee Motivation.

The majority of BPO organizations are competing to survive in this volatile and fierce market environment. Motivation and performance of the employees are essential tools for the success of any organization in the long run with expected profits ( Naseem et.al, 2011).

Nowadays most of the BPO organizations are facing an experience of high turnover of employees of the company so it is very important to motivate the employees to retain by giving benefit to improve the organization revenue and performance (Ramlall, 2004).and on the other hand, measuring performance is critical to the organization’s management, as it highlights the evolution and achievement of the organization. On the other hand, there is a positive relationship between employee motivation and organizational effectiveness, reflected in numerous studies (Wang et.al, 2011).

This full explanation aims to analyze the drivers of employee motivation to high levels of organizational performance. The literature shows that factors such as empowerment and recognition increase employee motivation (Lindner, 1998).If the empowerment and recognition of employees is increased, their motivation to work will also improve, as well as their accomplishments and organizational performance. Nevertheless, employee dissatisfactions caused by monotonous jobs and pressure from clients, might weaken the organizational performance (Wu, 2011).

Therefore, jobs absenteeism rates may increase and employees might leave the organization to joint competitors that offer better work conditions and higher incentives (Dobre, 2013).Not all individuals are the same, so each one should be motivated using different strategies. For example, one employee may be motivated by a higher commission or bonus levels while another might be motivated by job satisfaction or a better work environment ( Argyris ,1980).

All organizations want to be successful, even in the current environment which is highly competitive (Marques, 2013).Therefore, companies irrespective of size and market strive to retain the best employees, acknowledging their important role and influence on organizational effectiveness. In order to overcome these challenges. Companies should create a strong and positive relationship with its employees and direct them towards task fulfillment (Castro and Martins, 2010).

In order to achieve their goals and objectives, organizations develop strategies to compete in highly competitive markets and to increase their performance. Nevertheless, just a few organizations consider the human capital as being their main asset, capable of leading them to success or if not managed properly, to decline. If the employees are not satisfied with their jobs and not motivated to fulfill their tasks and achieve their goals, the organization cannot attain success (Pirtea et.al, 2009).

Employees are the main asset of any organization. For this the reason, management has to implement different motivation factors to increase productivity (Dugguh, 2014).

According to Manzoor (2012). Several organizations believe that the employees are its main asset and they will lead to organizational growth. Coyle-Shapiro and Shore (2007). stated organization has a great relationship with employees further, both parties exchange the benefits and they trust each other.

People have many needs that are continuously competing for one with another. Each person has a different mixture and strength of needs, as some people are driven by achievement while others are focusing on security (Dobre, 2013). If the managers are able to understand, predict and control employee behavior, they should also know what the employees want from their jobs. Therefore, it is essential for a manager to understand what really motivates employees, without making just an assumption. Asking an employee how he feels about a particular situation does not provide an accurate evaluation of his needs, as the interpretation could distort the reality itself (Herzberg, 2008).

The closer one gets his perception to a given reality, the higher is the possibility to influence that specific realty. Thus, managers can increase their effectiveness by getting a better grasp on the real needs of the employees ( Baldoni ,2005).

References

• Argyris, C. (1980). Some Limitations of the Case Method: Experiences in a Management Development Program. Academy of Management Review 5(2): 291–298,

• Baldoni, J (2005). Motivation Secrets. Great Motivation Secrets of Great Leaders. [Online]   http://govleaders.org/motivation_secrets.htm

• Castro, ML and Martins, N (2010). SA Journal of industrial psychology - scielo.org.za
• Dobre, OI (2013). Review of applied socio-economic research, Citeseer
• Dugguh, S.I. (2014).Using Motivation Theories to Enhance Productivity in Cement Manufacturing Companies in Nigeria: An Overview. The International Journal of Social Science, 20 (1).
• Gil, M-Marques (2013). International Journal of leadership, ingentaconnect.com
• Herzberg, F (2008). books.google.com
• Lindner, JR (1998). Journal of extension.

• Manzoor, Q. (2012). Impact of Employees Motivation on Organizational Effectiveness. Business Management and Strategy, 3(3).
•    Naseem, A, (2011). Sheikh, SE and Malik, KP - International journal of multidisciplinary-      ijmse.org
• Pirtea, M, Nicolescu, C and Botoc, C (2009). Annales Universities Apulensis: Series - core.ac.uk
• Ramlall, S (2004). Journal of American academy of business, academia.edu
• Wu, LC and Wu, M (2011). African Journal of Business Management, pdfs.semanticscholar.org
• Wang, H, Tsui, AS and Xin, KR (2011).  The leadership quarterly, Elsevier

2. Importance of increasing employee motivation to the organization.

Why Employee Motivation Is Important?

Employees are the most important resources in any organization. They are needed to use inputs to enhance outcomes. (Dugguh, 2014).  Employee motivation is a critical aspect at the workplace which leads to the performance of the department and even the company motivating your employees needs to be a regular routine. There are companies that sadly fail to understand the importance of employee motivation and many companies have disengaged employees with low motivation. (Hughes et.al, 2009)

Need for study on employee motivation, every successful organization is backed by a committed employee base, and the commitment is the outcome of motivation and job satisfaction. It is the energy that compels employees towards organizational objective.  It would be impossible for the organization to generate performance without commitment (Lam and Gurland, 2008). In order to create a competitive advantage organization need to have a competitive employee policies and practices. Motivation is an important stimulation which directs human behavior. No individual has same attitude or behavior, hence in midst of this diversity organization are supposed to frame practices which will be able to satisfy the group and not just an individual (Jssir, 2017).

In this article, can look into why employee motivation is important in any businesses or companies. There are several reasons why employee motivation is important (Ahmad et.al, 2012). Mainly because it allows management to meet the company’s goals. Without a motivated workplace, companies could be placed in a very risky position. Skilled and efficiency of employees and their experience, qualification are asset to any organization this implies reputation and goodwill of organization (Rothberg, 2005). And motivated employees can lead to increased productivity and allow an organization to achieve higher levels of output. Imagine having an employee who is not motivated at work. They will probably use the time at their desk surfing the internet for personal pleasure or even looking for another job. This is a waste of your time and resources (Lindner, 1998).

Employee motivation is highly important for every company due to the benefits that it brings to the company. According to (Suzanne,2009) for getting the best of their work performance, the gap between ability and willingness has to be filled which helps in improving the level of performance of subordinates. Motivation is an important factor which brings employees satisfaction. This can be done by keeping into mind and framing an incentive plan for the benefit of the employees. This could initiate the following things (Faisal, 2017).

No matter how big or small a company is, motivated employees are assets to their own organization and motivation is always one of the biggest employers’ goals. However, employers need to learn how to adjust because the benefits of high employee motivation are numerous (Manzoor, 2012).

Organizational Benefits when employees are well motivated

1. Can handle uncertainty better

Because motivated employees are much more engaged, they are also more self-confident in what they do. Consequently, they know how to react in difficult situations (Beek et.al, 2011).

 

2. Are better problem-solvers

Problem solving skills are something most employers look for in their employees. If you have employees who are motivated, they will also work harder to solve problems and challenges (Worley and Doolen , 2015)

3. Are proactive and productive.

Motivated employees proactively look for new solutions to eliminate challenges and achieve goals. They don’t wait for feedback and they often evaluate their own work. More motivation and engagement often lead to more productivity. Therefore, companies with motivated employees are often more productive than others.

4. Understanding and achieving company’s goals better.

Motivated employees want to understand how their work contributes to the overall company success. Therefore, they always want to understand what the company’s mission, vision and objectives are. In addition to working hard to achieve their own goals, motivated employees also care about achieving team and company goals (Rouillard, 2003).

5. Work towards achieving their own goals and better team players

Understanding the company's goals, motivated employees are excellent in understanding and achieving their own goals. As most motivated employees are driven by the company's goals and objectives, they are more likely to be team players than solo players (Rouillard, 2003).

References

• Al-Madi, FN, Assal, H and  Shrafat, F (2017). European Journal of, researchgate.net
• Ahmad, MB, Wasay, E and Jhandir, SU (2012). Interdisciplinary Journal of business, papers.ssrn.com
• Di Cesare, J, Sadri, G (2003). Management research news Journal, emerald.com
• Dugguh, S.I. (2014). Using Motivation Theories to Enhance Productivity in Cement Manufacturing Companies in Nigeria: An Overview. The international Journal of Social Science, Vol.20, No1.
• Faisal, A (2017). The Impact of Employee Motivation on Organizational Commitmen European Business Journal. Worley, TL and Doolen, TL (2015). International Journal of Lean Six Sigma, emerald.com
• Ivan Beek, Taris, TW and Schaufeli, WB (2011). Journal of Occupational, psycnet.apa.org
• JSSIR, I. (2017) International Journal of Social Science & Interdisciplinary Research. ISSN 2277-3630 ,Vol. 6 (2), FEBRUARY (2017), pp. 10-20
• Lam, CF and Gurland, ST (2008). Journal of research in personality, Elsevier
• Manzoor, QA (2012). Business management and strategy, academia.edu
• Rynes, SL, Gerhart, B and KA Minette, KA (2004).In alliance with the Society of, Wiley Online Library
• Richerd L Hughes, Robert C Ginnett and Gordy J Curphy (2009). LEADERSHIP Enhancing the Lessons of Experience – A Book
• Rothberg, G., (2005, Fourth Quarter). The Role of Idea in the Managers Workplace: Theory and Practice. Pakistan Management Review, XLII (4), 48-73.
• Rouillard, L (2003). Goals and Goal setting, ISBN-13: 978-1560526773, 3^rd Edition, books.google.com
• Suzanne Bates (2009). Motivate like a CEO, 3^rd Edition  
• Venkatesh,, U and Kulkarni, A (2002). Journal of Services Research, papers.ssrn.com

3. Strategies of employee motivation.

Many employees have different motivations for coming to work and doing a good job, and it's up to you to get the most out of all of them. One of the most obvious motivational strategies is of course money, whether in the form of pay increases or bonuses. However, these may be neither necessary nor always the best type of reward. Once offered, cash bonuses can come to be expected and quickly forgotten, especially if they are the only recognition employees receive (Mandell and Klein, 2007).

On a teamwork basis Frequent, positive feedback provided within an enjoyable team oriented environment, makes a tremendous difference in employees' sense of being valued with or without financial rewards (Bari, 2013).These cultural aspects of the workplace make an excellent morale raising investment in your staff and business. This applies even in a strictly goal driven environment. Strive to maintain an enjoyable, family-orientated atmosphere in which all employees focus on achieving team goals (Yousaf, et.al, 2014).

Empowering employees

Empowerment occurs when individuals in an organization are given autonomy, authority, trust, and encouragement to accomplish a task. Empowerment is designed to unshackle the worker and to make a job the worker's responsibility (Pradhan, et al, 2014).In an attempt to empower it encourages employees to pursue new ideas and gives them the authority to promote those ideas. Obviously, intrapreneurship is not for the timid, because old structures and processes are turned upside down. (Pradhan, et al, 2014).

As an example when considering my organization, the operational staff have 04 main discussions every one month and every two month with the team leaders, team in charges, HR departments and finally with the management team to know their new ideas about the advantages and the disadvantages of the current production process and the other job and administrative related tasks in the organization like internal facilities, grievances, personal and team issues and the developments what they are expecting from the company end.

Providing an effective reward system

Managers often use rewards to reinforce employee behavior that they want to continue. A reward is a work outcome of positive value to the individual. Organizations are rich in rewards for people whose performance accomplishments help meet organizational objectives (Laakso, 2012). People receive rewards in one of the following two ways

1. Extrinsic rewards are externally administered. They are valued outcomes given to someone by another person, typically a supervisor or higher level manager. Common workplace examples are pay bonuses, promotions, time off, special assignments, office fixtures, awards, verbal praise, and so on. In all cases, the motivational stimulus of extrinsic rewards originates outside the individual (Khan, et.al, 2013).

2. Intrinsic rewards are self administered. Think of the natural high a person may experience after completing a job. That person feels good because she has a feeling of competency, personal development, and self control over her work. In contrast to extrinsic rewards, the motivational stimulus of intrinsic rewards is internal and doesn't depend on the actions of other people (Khan, et.al, 2013).

To motivate employee work behavior, the organization needs to provide an effective reward system. An effective reward system has four elements:

• Rewards need to satisfy the basic needs of all employees.

• Rewards need to be included in the system and be comparable to ones offered by a competitive organization in the same area.

• Rewards need to be available to people in the same positions and be distributed fairly and equitably ( Ude and Coker, 2012). 
• The overall reward system needs to be multifaceted. Because all people are different, managers must provide a range of rewards pay, time off, recognition, or promotion. In addition, managers should provide several different ways to earn these rewards( Mikander, 2010 ).Many companies have already responded by designing numerous pay plans, incentive schemes redesigned by employee design teams, which base rewards on skill levels( Ude and Coker, 2012). 

According to my organization, currently we are continuing two weekly bonus schemes for all the production staff for getting the positive production output from them. It is BPO related company so all production staff have a certain weekly and daily targets with a certain production and accuracy levels. When they are in the company standards they can earn the normal salary with normal bonus amounts but when they are maintaining a high production and accuracy levels as expected we are using extra weekly bonus scheme for their motivation.

And also we are selecting the best employee of the month in every production related teams and give him/her an appreciation letter as well. We have a pointing criteria for these letters and the management consider these points and letters for their promotions and as well as the annual salary increments. If he/she gets this price twice continuously, we are paying a certain amount for a lunch out for two people.

 

Redesigning jobs

The concept of job redesign which requires a knowledge of and concern for the human qualities of people bring with them to the organization, applies motivational theories to the structure of work for improving productivity and satisfaction (Tims and Bakker, 2010). When redesigning jobs, managers look at both job scope and job depth. Redesign attempts may include the following.

1. Job enlargement: Often referred to as horizontal job loading, job enlargement increases the variety of tasks a job includes. Although it doesn't increase the quality or the challenge of those tasks, job enlargement may reduce some of the monotony, and as an employee's boredom decreases but his or her work quality generally increases. (Dheerasinghe, 2009).

2. Job rotation: This practice assigns people to different jobs or tasks to different people on a temporary basis. The idea is to add variety and to expose people to the dependence that one job has on other jobs. Job rotation can encourage higher levels of contributions and renew interest and enthusiasm. The organization benefits from a cross trained workforce (Kaymaz, 2010).

3. Job enrichment: Also called vertical job loading, this application includes not only an increased variety of tasks, but also provides an employee with more responsibility and authority. If the skills required to do the job are skills that match the jobholder's abilities, job enrichment may improve morale and performance (Bennett, 2015).

References

Bennett, D (2015). Job Enrichment, s.l.: s.n.

Bari,N, Arif,U and Shoaib, A (2013). International Journal of Scientific …, 2013 - pdfs.semanticscholar.org

Dheerasinghe, R (2009). Garment Industry in Sri Lanka Challenges, Prospects and Strategies, s.l.: s.n.

Khan,I, Shahid,M, Nawab,S and Wali,SS (2013) Academic Research, savap.org.pk

Kaymaz,K (2010). Business and Economics Research Journal, acarindex.com

Laakso,L( 2012). theseus.fi

Mandell,L and Klein,LS (2007) Financial services review,  warehouse.olc.edu

Mikander,C (2010). International Business, academia.edu

Pradhan, P, Thulasiraj, R. D, Kamlanabhan, R.D, T. J. and Muraleedharan, V. R (2014). Employee Empowerment, s.l.: s.n.

Tims,M and Bakker,AB (2010). SA Journal of Industrial Psychology, scielo.org.za

Ude, U and Coker, M. A (2012). Incentive Schemes, Employee Motivation and Productivity In Organizations In Nigeria: Analytical Linkages, s.l.: s.n.

Yousaf,S, Latif,M, Aslam,S and  Saddiqui,A (2014) Middle-East journal of  business, academia.edu

4.Theories of Employee Motivation in an Organization

The aim of this blog is to compare and briefly explain the theories of motivation and how they are used to inspire employees to develop the drive to achieve. The importance of motivation in organizations and job satisfaction is vital for the achievement of organizational goals and objectives (Hughes, et.al, 2009). There are many theories of motivation, and they mostly give a relation or influence the outcomes of employee job satisfaction (Dartey and Amoako, 2011).

There are three main theory categories, namely content theories, process theories and contemporary theories (Saif, et.al, 2012).The study of the theories tries to help organizations with suggestions to cultivate conductive atmospheres and relationships for employees to work under, to foster positive attitudes towards their work. Theories of motivation have been proposed over the year (Ramlall, 2004). 

The following are 5 popular theories of motivation that can help you to increase workplace productivity and motivate the people of the organization.

1. Maslow’s hierarchy of needs
2. Hertzberg’s two factor theory

 3.   McClelland’s theory of needs

 4.   Vroom’s theory of expectancy

 5.   McGregor’s theory X and theory Y

During this conversation trying to briefly explain two main motivational theories which currently, most organizations use to motivate their employees and increase the productivity and the profits of the organization (Burton, 2012).

1   Maslow’s Hierarchy of Needs

 Figure 1.0 Maslow’s hierarchy of needs

(Source: Jerome 2013)

According to Smith & Cronje (1992), the way Maslow’s theory is explained relies on the fact that people want to increase what they want to achieve in life and their needs are prioritized according to their importance (Gambrel, 2003). Deriving from the hierarchy of needs by Maslow, content theories of job satisfaction revolve around employees’ needs and the factors that bring them a reasonable degree of satisfaction (Saif, et.al, 2012). Based on the basic physical, biological, social and psychological needs of human beings, Maslow came up with a five-stage theory that places the needs of the individual in different categories and prioritizes their attainment (McLeod, 2007).

1. Physiological needs - these are biological requirements for human survival like air, food, drink, shelter, clothing, warmth, sex and sleep (Kaur, 2013).

As an example: most of companies provided better meals, uniforms, festival allowances for food and clothing, proper work stations, good rest rooms with a better salary for their employees to fulfil their and the other family members and if these needs are not in satisfied levels, the human body cannot function optimally to fulfil the company expectations. Maslow considered physiological needs the most important as all the other needs become secondary until these needs are met.

2. Safety and security needs - Once an individual’s physiological needs are satisfied, the needs for security and safety become salient. People want to experience order, predictability and control in their lives. Like emotional security, financial security, employment, social welfare, law and order, freedom from fear, social stability, property, health and wellbeing, medical care and safety against accidents and injury (Poston, 2009).

As an example: most companies provided a better grievances handling process for their emotional safety, personal loans and other advances for their financial safety with good salary with increments, they provide proper bonus schemes, job confirmations with promotions, occasional welfare activities and medical covers, better insurance policies with benefits for the employees and as well as their family members and finally good work place to continue their tasks with in a free mind to motivate their employees.

3. Love and belonging needs - after physiological and safety needs have been fulfilled, the third level of human needs is social and involves feelings of belongingness. The need for interpersonal relationships motivates behavior include friendship, intimacy, trust, and acceptance, receiving and giving affection and love (Bayoumi, 2012).

As an example: most companies give opportunities to make better internal relationship in each other for their employees and as well as in between the production teams as well. They are arranging company nights and get together and religious and festival function to them and their family members to grow up love and internal relationships each other. Target depending companies mostly trust their senior employees somehow they can go for the final output of the company as expected and always the management maintain a good relationship with their senior employees.

4. Self Esteem needs - are the fourth level in Maslow’s hierarchy - which Maslow classified into two categories: Firstly esteem for oneself like dignity, achievement, mastery and independence and secondly the desire for reputation or respect from others like status and prestige. Maslow indicated that the need for respect or reputation is most important for children and adolescents and precedes real self-esteem or dignity (Poston, 2009).

As an example: most companies select the employee of the month and publish their photo in the public places inside the organization to show his/her achievement to the others. And also annually reward them considering to their several performance with different gifts and benefits. Some organizations provide lunch outs or some hotel tours to their best employees with their family members to increase their self-dignity inside their teams and the organization. Also the best employees are invited to the CEO’s club for a dinner and respect them for their positive commitment of the company.

5. Self-actualization needs - refer to the realization of a person's potential, self-fulfillment, seeking personal growth and peak experiences. Maslow describes this level as the desire to accomplish everything that one can, to become the most that one can be (McLeod, 2007).

As an example: Self-actualization individuals are also tend to be very independent. They don't conform to other people's ideas of happiness or contentment. Self-actualized individuals value their privacy and enjoy solitude. While they also love the company of others, taking time to themselves is essential for their personal discovery and cultivating their individual potential. They’re able to enjoy the humor in situations and laugh at themselves, but they don't ridicule or joke at the expense of another person's feelings. While these people are able to follow generally accepted social expectations, they don't feel confined by these norms in their thoughts or behaviors. This kind people have concrete goals, they don't see things as simply a means to an end (Robbins, 2007).

References

• Burton,K (2012). Management,  academia.edu
• Dartey-Baah,K  and Amoako,GK (2011). European Journal of Business , academia.edu
• Gambrel,PA and Cianci,R (2003). Journal of Applied Management, search.proquest.com
• Guha,T and Vilakshan,AB  (2010).The XIMB Journal of Management, search.ebscohost.com
• Jerome, N. (2013). Application of the Maslow’s Hierarchy of Need Theory; impacts and Implications on Organizational Culture, Human Resource and Employee’s Performance. International Journal of Business and Management, Volume 2 Issue 3, 41-42.
• Kaur,K (2013). Global Journal of Management and Business Studies, ripublication.com
• McLeod,S (2007) . Simply psychology, highgatecounselling.org.uk
• M Bayoumi,M (2012) Journal of renal care, Wiley Online Library.
• Poston,B (2009). Surgical technologist, ast.org.
• Robbins, S.P. and Judge, T.A. (2007). Organizational behaviour.12th edition New Jersey: Pearson Education, Incorporated.
• Richerd L Huges, Robert C Ginnett and Gordy J Curphy (2009). LEADERSHIP Enhancing the Lessons of Experience – A Book.
• Ramlall,S (2004).Journal of American academy of business, academia.edu.
• Saari, L.M. and Judge, T.A (2004).Employee attitudes and job satisfaction. Human Resource Management, (4): 395-407.
• Saif, K.F, Nawaz, A,Jan, A and  Khan, M.I.(2012). Synthesizing the theories of job-satisfaction. across the cultural/attitudinal dimensions. Interdisciplinary Journal of Contemporary Research in Business, 3 (9): 1382-1396.

5. Herzberg Two Factor Theory of Motivation

Figure: 1.3

Herzberg’s hygiene and motivational factors. 

(Source: Herzberg, 1987).

What is the Herzberg Two Factor Theory of Motivation?

Herzberg’s Motivation Theory model goes by a number of different names, including Two Factor Theory, Herzberg’s Motivation-Hygiene Theory, and Duel Structure Theory. Frederick Herzberg developed the model in 1959. Herzberg did this by interviewing over 200 professionals and he referred to those things that influenced job satisfaction as motivating Factors and the Herzberg Two Factor Theory is a theory about motivation of employees (Haruna, 2013). This theory assumes on the one hand, that employees can be dissatisfied with their jobs. This often has something to do with so-called hygiene factors, such as salary and work conditions. On the other hand, employees’ satisfaction has to do with so-called motivation factors. These factors have to do with development opportunities, responsibility and appreciation. Herzberg claims these factors exist side by side (Ball, 2003).

Taking away the dissatisfaction factors doesn’t necessarily mean employees will be satisfied. To motivate a team using motivation factors, the hygiene factors need to be taken care of first. Motivation and job satisfaction is not overly complex. The problem is many employers and managers look at the hygiene factors as a way to motivate when in fact, beyond the very short term, they do very little to motivate (Dartey and Amoako, 2011).The above actions help in eliminating job dissatisfaction in organizations and there is no point trying to motivate people or employees until these issues are addressed. Addressing the above issues should not be an end in itself but rather managers are to be aware that just because someone is not dissatisfied does not mean one is satisfied either. It is crucial in the work environment to identify conditions for job satisfaction (Dartey, 2011).

What is Two Factor Theory?

Herzberg’s Theory of Motivation tries to get to the root of motivation in the workplace. You can leverage this theory to help you get the best performance from your team.

The two factors identified by Herzberg are motivators and hygiene factors.

1. Motivating Factors

The presence of motivators causes employees to work harder. They are found within the actual job itself (Alshmemri and Shahwan, 2017).

2. Hygiene Factors

The absence of hygiene factors will cause employees to work less hard. Hygiene factors are not present in the actual job itself but surround the job (Alshmemri and Shahwan, 2017).

The impact of motivating and hygiene factors is summarized in the following diagram. Note that you will often see motivators referred to as factors for satisfaction, and hygiene factors referred to as factors for dissatisfaction.

Motivating factors include:

According to Alshmemri and Shahwan (2017) Motivation factors are as follows

• Achievement: A job must give an employee a sense of achievement. This will provide a proud feeling of having done something difficult but worthwhile.
• Recognition: A job must provide an employee with praise and recognition of their successes. This recognition should come from both their superiors and their peers.
• The work itself: The job itself must be interesting, varied, and provide enough of a challenge to keep employees motivated.
• Responsibility: Employees should “own” their work. They should hold themselves responsible for this completion and not feel as though they are being micromanaged.
• Advancement: Promotion opportunities should exist for the employee.
• Growth: The job should give employees the opportunity to learn new skills. This can happen either on the job or through more formal training.

As an examples: Most BPO organizations depends on their targets so the company expect their employees should be praised and recognized for their accomplishments by their team leaders according to the knowledge and the point schemes of the employee annual performance appraisals. And also give the chance to the employees have a sense of achievement of their own task according to the company goals. This depends on their own job task. Most organizations provided training and development sessions continuously to their employees for their growth and advancement opportunities in an organization to motivate the employees to perform well. The management hold the senior employees to monitoring the groups and they must hold themselves responsible for the work mostly the target oriented companies. The managers gave them ownership of the work to fulfil the company requirements. They should minimize control but retain accountability and the work itself should be meaningful, interesting and challenging for the employee to perform and to get motivated according to the company expectations.

Hygiene factors include:

According to Alshmemri and Shahwan (2017) Motivation factors are as follows,

• Company policies: These should be fair and clear to every employee. They must also be equivalent to those of competitors.
• Supervision: Supervision must be fair and appropriate. The employee should be given as much autonomy as is reasonable.
• Relationships: There should be no tolerance for bullying or cliques. A healthy, amiable, and appropriate relationship should exist between peers, superiors, and subordinates.
• Work conditions: Equipment and the working environment should be safe, fit for purpose, and hygienic.
• Salary: The pay structure should be fair and reasonable. It should also be competitive with other organizations in the same industry.
• Status: The organization should maintain the status of all employees within the organization. Performing meaningful work can provide a sense of status.

• Security: It is important that employees feel that their job is secure and they are not under the constant threat of being laid-off.

As an examples: Most BPO organizations depends on the performance and also the turnover rates are very high of their employees so the company salary structure should be appropriate and reasonable. It must be equal and competitive to those in the same industry in the same domain. And also keep their eye open for the company policies should not be too rigid. They should be fair and clear. It should include like flexible working hours, dress code, breaks, vacation, maternity leaves, and medical assistance. And also they offered very flexible health care plans and also this benefit for their family members too. The company allowed the working conditions should be very safe, clean and hygienic. The work equipment’s’ should be updated with new systems and well-maintained. The management always maintaining a better internal relationship with the employees and the connection of the employees with his peers, superiors and subordinates always appropriate and acceptable. There should be no conflict or humiliation element present. Always the company trying to make a good image of the job security of the employees.

How to Use this Herzberg Model in working environment

There is a two-step process to use the Two Factor Theory model to increase the motivation of your team.

1. Eliminate Job Hygiene Stressors

The first step to enhancing the motivation of your team is to ensure that the hygiene factors are not causing dissatisfaction. Each person will examine hygiene factors through their own unique frame of reference. Because of this, it’s important to work with each member of your team to understand their specific perspective (Büssing and Glaser 2000).

2. Boost Job Satisfaction

Once you have removed hygiene stressors, the next step is to boost the job satisfaction of each team member. We can do this by improving the actual content of the job itself. Again, a unique approach for each employee will be required and there are three techniques which can be used to achieve this are ( Ude and Coker, 2012). 

a. Job Enrichment

Job enrichment means enriching a team member’s job by giving them more challenging or complex tasks to perform. These more complex tasks should make the job more interesting (Bennett, 2015).

b. Job Enlargement

Job enlargement means giving a team member a greater variety of tasks to perform. This variety can also make a job more interesting. Note that with job enlargement the variety of tasks is increased, but not the difficulty of those tasks. If difficulty increased then that would be job enrichment (Dheerasinghe, 2009).

c. Employee Empowerment

Employee empowerment means delegating increasing responsibility and sharing positive ideas to each team member. This can be done by slowly increasing the amount of responsibility you delegate to an employee (Pradhan, et al, 2014).

As an example when considering my organization, the operational staff have 04 main discussions every one month and every two month with the team leaders, team in charges, HR departments and finally with the management team to know their new ideas about the advantages and the disadvantages of the current production process and the other job and administrative related tasks in the organization like internal facilities, grievances, personal and team issues and the developments what they are expecting from the company end.

References

• Alshmemri,M and  Shahwan-Akl .L (2017) Life Science - pdfs.semanticscholar.org
• Büssing, A and Glaser, J (2000) Work & Stress journal,  Taylor & Francis
• Bennett, D (2015). Job Enrichment, s.l.: s.n.
• Ball, J. (2003). UNDERSTANDING HERZBERG'S MOTIVATION THEORY, s.l.: s.n.
• Dheerasinghe, R (2009). Garment Industry in Sri Lanka Challenges, Prospects and Strategies, s.l.: s.n.
• Dartey, B. (2011), Application of Frederick Herzberg’s Two-Factor theory in assessing and understanding employee motivation at work,Vol 3. European Journal of Business and Management.
• Dartey-Baah, K. and Amoako, G.K. (2011).Application of Frederick Herzberg’s Two-Factor Theory in Assessing and Understanding Employee Motivation at Work: A Ghanaian Perspective. European Journal of Business and Management, Vol 3, No.9.
• Herzberg, F. (2005). Motivation-hygiene theory Organizational behavior one: Essential theories of motivation and leadership, eds JB Miner, ME Sharpe Inc, New York, 61-74.
• Haruna, M. K. (2013) AN EMPIRICAL ANALYSIS OF HERZBERG'S TWO-FACTOR THEORY, s.l.: s.n.
• Pradhan, P, Thulasiraj, R. D, Kamlanabhan, R.D, T. J. and Muraleedharan, V. R (2014). Employee Empowerment, s.l.: s.n.
• Ude, U and Coker, M. A (2012). Incentive Schemes, Employee Motivation and Productivity In Organizations In Nigeria: Analytical Linkages, s.l.: s.n.