Introduction
Employee motivation in business and industries is vital for best performance and achieving objectives. However, it is an aspect often overlooked or reliant upon outdated and traditional methods of motivation which have little consideration for social psychology, or the type of work performed. Different industries and sectors require different forms of motivation, dependent on the nature of service. This paper seeks to analyze the concept of motivation and examine how it is differently applied in secondary and tertiary sectors.
Motivation in Business and Nature of Industry
Employee motivation is critical in business and industry for a variety of reasons. First and foremost, it allows to create a work environment which entices productivity, innovation, and higher levels of output. Motivation also encourages morale, helping management to meet company goals. Traditional forms of motivation such as performance management have consistently fallen short in attaining proper motivations. The changing nature of the business, global society, and incoming generations have many different objectives and driving factors, resulting in a need for leaders to encompass new motivation strategies. Motivations now lie in corporate social responsibility, impact on the industry, and personal growth, all of which generate greater insight and the belief that employees are participating in something larger (Comaford, 2018). In turn, this will lead to improved morale, team cohesion, and return on investment than the costly and outdated means of motivation. Nevertheless, the process remains familiar as it continues to rely on human psychology at the basis of motivational theory and subsequent application.
The primary motivation strategy implementation strongly depends on the industry in which a company operates, as this typically guides the organizational structure, management functions, and a wide array of other strategic choices and parameters that will differ from sector to sector. An organization’s competencies, capabilities, and structure which encompass management tactics, planning, and communication are dependent on the industry (Radomska, 2014). Thus, strategy implementation for employee motivation relates directly to situation and processes which are unique to a particular organization or industry.
Secondary Sector
The secondary sector is a generalization of the economic sector concerned with industry, manufacturing, and production, with the focus of transforming raw materials into goods. It is the primary backbone of most economies focused on the production and includes industries such as electrical, chemical, energy, automotive, construction, consumer goods, and metallurgical manufacturing. The heavy workload, employee specialization, high level of competition, and expectation of continuous quality and performance greatly impacts employee motivation and involvement (Marin-Garcia & Bonavi, 2014). In China particularly, the manufacturing sector has a turnover rate of 28.9%, which is the third highest among 11 leading national industries, due to the repetitive nature of work, harsh labor environments, and low wages, leading to widespread dissatisfaction, burnout, and lack of motivation (Liu, Huang, & Zhang, 2017). Therefore, it is critical for managers in the secondary sector to ensure a high level of motivation as it directly affects performance and staff retention in the industry.
A selected example of a rather radical attempt to influence employee motivation in the secondary sector will be a study by Liu et al. (2017) which discusses the concept of gamification in this traditional industry. It is a modern approach meant to appeal to younger generations entering the sector, but also the ones most likely to be faced with challenges. The study focuses on the gamification of CNC machine operational jobs, where automatic tools controlled by a computer perform tasks. There are two operational jobs: preparation and machining, with preparation, conducted once at the beginning of the process, and machining is done continuously until all workpieces are processed. Gamification is the concept of converting workplace tasks into a game-like process with similar design and interaction elements applied to manufacturing processes and behaviors. Inherently, it simply modifies the perception without changing the nature of the job. However, a key aspect for gamification to succeed is employee engagement and consent, without which it would simply be another forced task (Liu et al., 2017).
Liu et al. (2017) select a gamified job design framework based on the job characteristics model (JCM) with applied game elements. The motivational aspect of job design influences psychological effects on employees through the use of the two-factor theory, task-goal structure, and JCM. This model breaks down jobs into five dimensions of skill variety, task identity, significance, autonomy, and feedback, suggesting that a multidimensional approach is possible to integrate the dimension with social factors and individual differences. Through the gamification strategy, a separate stage is included which implements game elements and mechanics to typical tasks and objects derived from core job dimensions. It is further implemented with the aid of technologies such as information systems and applications (see table below).
Core dimensions are gamified in a manner which fits its current operational nature. For example, skill variety is vital for CNC machine operational jobs which must rapidly select appropriate cutter tools and fixtures as well as resolve any failures. Total processing time and first pass yield are key indicators which a competent operator must possess and can be gamified to ensure better results. Gamification can also be applied to autonomy and feedback, encouraging greater flexibility and rewards upon quality completion of work. After implementation in a field environment, the study found that gamified job design on operational jobs does enhance job motivation, satisfaction, and operational performance was driven by enjoyable work experience and psychological rewards (Liu et al., 2017).
Tertiary Sector
The tertiary sector is the economic segment focuses on providing services to consumers in a wide variety of businesses and organizations ranging from food and hospitality to financial institutions and education. Tertiary industries are more present in developed economies where there is a greater range of consumer-oriented services rather than manufactured production. Employee motivation is greatly dependent on the reward, and in the service industry, the compensation often depends on the individual achievements of workers over time. However, the process itself which focuses on socialization, environment, intensive labor (which cannot be replaced by technology), and service quality can be discouraging. Therefore, motivation plays a huge role in the success and productivity of organizations in the tertiary sector where the focus is more on individual employee satisfaction (Hitka & Balážová, 2015).
A study by Banerjee (2015) examines the role of human motivation in service productivity models in the context of various industries such as hospitality and finance. Unlike manufacturing, where companies can use mechanical facilities and technology to achieve productivity, the service industry relies on the human factor, and therefore human motivation, job satisfaction, and productivity are critical and are psychologically connected elements. Motivation is vital for increased performance, and employees need to be understood in order to remain satisfied. The study offers a service productivity model which suggests that there are two areas of service creation, the customer and the provider. Customer input is considered constant, and the model highlights the importance of human behavior in service input. This leads to the need for motivation in the workplace as service providers use resources to provide a service which is dependent on the employee behavior that, in turn, is influenced by the exogenous push and pull factors (Banerjee, 2015).
These influencing factors can be physical, social, and mental, having their origins in a variety of theories and models including Maslow’s Hierarchy of Needs, Equity theory, Herzberg’s two-factor model, and the JCM model discussed earlier. A full classification of motivational factors can be seen in the table below. Employees seek to understand and identify themselves with a given task which is outlined as important by the service provider based on context. Employees then undergo a process of being influenced by factors including the environment, previous experience, attitudes, self-efficacy, and the ability to concentrate, which all converge on the ability to complete the task or at least the perception of this ability which is based in motivation. This service productivity model can have practical implications since it integrates qualitative measures which allow to assess managerial and system performance for support of management decisions and serving as the concept for firms to identify influences on employee motivation (Banerjee, 2015).
Discussion
As mentioned, the secondary sector gamification approach is partially based on the two-factor theory introduced by Hertzberg, which suggests that there are factors that contribute to job dissatisfaction or satisfaction. Intrinsic factors such as advancement, recognition, responsibility, and achievement are more commonly cited by those satisfied with their jobs rather those who are dissatisfied which cite extrinsic factors the likes of supervision, pay, work conditions, and policy. Managers should not only seek to eliminate negative elements but drive forward aspects which employees find intrinsically rewarding that leads to motivation. Meanwhile, the tertiary sector uses a service performance approach, which identifies exogenous motivational factors and their influence on employee behavior and their ability to complete a task. It follows Maslow’s hierarchy of needs to an extent, by identifying physical, then social, and finally, mental and emotional factors which can either influence or help an employee to succeed (Robbins & Judge, 2017).
Integrating this and other theories into practice is done through a basic foundation of human psychology and motivation of individual performance and personal goals combined with organizational goals and rewards. Implementing theories through opportunity, reinforcement, and job design is vital to driving motivation. Although the theories differ in slightly differing aspects and range in their predictive strength, they are the foundation of models introduced in the studies for each sector (Robbins & Judge, 2017). Both frameworks used the theoretical background extensively to form the methods and applications to stimulate employee motivation in a manner which was intrinsic and sustainable while allowing to fulfill the objectives in the given industry.
Conclusion
Motivation plays a critical role in businesses in all sectors and industries. However, the nature of the industry does impact on the vital factors influencing employee motivation and satisfaction and which strategies management implements. Although many elements are intertwined and apply to both, secondary and tertiary sectors differ significantly. While secondary sector focuses on efficiency and optimization of processes with employee motivation intrinsically connected to the operational process and collective performance, the tertiary sector emphasizes individual motivation and outlines factors which may impact motivation from a service perspective. These aspects in combination with motivational theories on which these models are based should be considered in creating managerial strategies to entice motivation.
References
Banerjee, A. (2015). Integrating human motivation in service productivity. Procedia Manufacturing, 3, 3591-3598. Web.
Comaford, C. (2018). Why leaders need to embrace employee motivation. Forbes. Web.
Hitka, M., & Balážová, Ž. (2015). Comparison of motivation level of service sector employees in the regions of Slovakia and Austria. Procedia Economics and Finance, 23, 348–355. Web.
Liu, M., Huang, Y., & Zhang, D. (2017). Gamification’s impact on manufacturing: Enhancing job motivation, satisfaction and operational performance with smartphone-based gamified job design. Human Factors and Ergonomics in Manufacturing & Service Industries, 28(1), 38-51. Web.
Marin-Garcia, J. A., & Bonavia, T. (2014). Relationship between employee involvement and lean manufacturing and its effect on performance in a rigid continuous process industry. International Journal of Production Research, 53(11), 3260-3275. Web.
Radomska, J. (2014). The role of managers in effective strategy implementation. International Journal of Contemporary Management, 13(3), 77-85. Web.
Robbins, S. P. & Judge, T. A. (2017). Organizational behavior (17th ed.). New York, NY: Pearson.