EMPLOYEES THINKING IN AN ORGANISATION BEFORE AND AFTER MOTIVATION

In this report to analyze the employee performance in an organization before and after motivation factor applied. Just because of employee dissatisfaction due to lack of motivational factor which will affected overall organization performance

The purpose of this report to analyze and difference between employees performance before and after motivational factor applied through difference sort of parameters used. This report will help you to learn about meaning of motivation, importance of motivation and its purposes and need, ability and performance of employees, Motivation Theories and lastly discuss role of motivation among employees performance. This study was to describe the importance of certain factors in motivating employees at The AK University and hospital. Specifically, the study sought to describe the ranked importance of the following ten motivating factors: (a) job security, (b) sympathetic help with personal problems, (c) personal loyalty to employees, (d) interesting work, (e) good working conditions, (f) tactful discipline, (g) good wages, (h) promotions and growth in the organization, (i) feeling of being in on things, and (j) full appreciation of work done. A secondary purpose of the study was to compare the results of this study with the study results from other populations.

DISCUSSION & CONCLUSION

In this research we demonstrated that both older and younger employees are motivated and satisfied in the workplace, but in different ways. Based on their answers, we arranged motivational factors from largest to smallest. On average, older employees are motivated by flexibility in the workplace; autonomy at work; good interpersonal relationships in the workplace; the possibility of working at their own pace; respect among employees; equal treatment of employees by age; compliments from the employer for good work; the possibility of working from home; intergenerational cooperation, thereby reducing burdens on the workplace; cooperation with other employees; and the allocation of work by higher salary. On the other hand, younger employees are on average more motivated by higher salary; possibilities of advancement; the possibility for training and education; equal treatment of employees by age; the possibility of autonomy at work; the possibility of working at their own pace; compliments from the employer; respect among employees; good interpersonal relationships in the workplace; flexibility in the workplace; the possibility of diverse work; intergenerational cooperation, thereby reducing the burden on the workplace; the possibility of cooperation with other employees and the allocation of work; and the possibility extended of holidays. The results show that both younger and older employees are satisfied, but the level of satisfaction differs. We sorted satisfaction from the highest to smallest mean values. On average, older employees are more satisfied with interpersonal relationships in the company; their work; working hours and the distribution of work obligations; and facilitation of the self-regulation of the speed of work performed. In the other cases, older employees on average neither agreed nor disagreed with satisfaction with the working conditions, such as better light, air conditioning, and bigger inscriptions; the leadership in the company