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