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Motivating Factors for Long Service

Company leaders often face the problem of employee motivation because this factor has numerous variables. Competition between companies heads to the invariable need to enhance employee productivity, which entails personal and professional development (Diamantidis and Chatzoglou, 2018). The four main motivation methods are remuneration, job achievement, job security, and job environment (Pang and Lu, 2018). By consistently availing of these needs, an employee can perform adequately over time. It should be noted that the working period in a particular company is a meaningful indicator that influences labor productivity. The longer a person works in one place, the less motivated they are; therefore, additional incentives such as loyalty, orientation towards cultural standards, and empowerment are necessitated.

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The exemplary executives’ attitude warrants positive emotions, which allow one to remain motivated. In research by Furlich (2016), manager-subordinate communication and a transparent system of rewards and penalties help keep specialists. For example, an employee who recognizes what additional benefits he will receive, will strive to do his job better and take on complex, more constrained assignments. The problem may be the estrangement in views and the emotional component of the manager and the employee, which leads to misunderstanding. Reizer et al. (2019) propose to solve this point with the help of special programs that teach to judge situations as more positive. For example, a manager addresses a severe tone about a sales decline because of insufficient employee efforts. In this case, he expresses a desire to solve the problem, and the employee may perceive this as a complaint. As a result, job satisfaction and motivation shrink. It leads to more stringent outgrowths, such as reduced performance (Jalagat Jr., 2016). Correct management attitudes play a crucial role since they create a vibrant environment in the workspace.

Focusing on the needs and differences of people helps to improve performance through achievement appraisal and similar alternative methods. The performance appraisal system includes many factors, comprising statistical analysis from which a quantitative result can be seen. Identifying weaknesses allows employees to correct them for career advancement (Idowu, 2017). For example, a personality test designates a low ability to work in a team, after which the person realizes he needs to work on this skill. An alternative way of motivating is the set-theoretic approach (M. T. Lee and Raschke, 2016). It presupposes building a business process based on cultural values ​​that employees should perceive as personal. For example, an organization positions itself as an honest player in the marketplace; hence, employee honesty is highly valued. It is essential to understand that all people are unique, and leadership should focus on a common goal.

Working for an extended period, an employee needs more rights and opportunities to stay motivated. According to Hanaysha and Hussain (2018), workers’ right decisions lead to greater job satisfaction. For example, a sales manager can give a discount to a client in case of problems with an order without coordinating this action with CEO. This boundary of responsibility can only be assigned to old employees in whom the directors are confident. Moreover, enhanced job satisfaction is a predictor of talent retention (De Sousa Sabbagha et al., 2018). Subsequently, motivated, satisfied employees improve self-efficiency, which leads to fewer directors’ resources and business prosperity (Na-Nan and Sanamthong, 2019). For example, based on experience, an employee focuses on a specific sales region, and as a result, the profit increases by 20%. The outcome met expectations; therefore, the company receives economic benefits, and the employee gains moral and possibly material benefits.

Employee motivation and productivity can be maintained over the long term with the outward approach. The first factor in long-term cooperation is managements’ provision of an emotionally safe environment. The second factor is respect for personal cultural values ​​and drawing parallels and organizational principles. The third factor is increased employee loyalty and transferring responsibility to decide. All the above factors jointly induce productivity, motivation, and job satisfaction. Intelligent positioning of the company’s mission encourages employees to become a part of it and always endeavor like on the first working day.

Reference List

De Sousa Sabbagha, M., Ledimo, O., & Martins, N. (2018). Predicting staff retention from employee motivation and job satisfaction. Journal of Psychology in Africa, 28(2), 136–140.

Diamantidis, A. D., & Chatzoglou, P. (2018). Factors affecting employee performance: an empirical approach. International Journal of Productivity and Performance Management.

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Furlich, S. A. (2016). Understanding employee motivation through managerial communication using Expectancy-Valence theory. Journal of Integrated Social Sciences, 6(1), 17–37. Web.

Hanaysha, J. R., & Hussain, S. (2018). An examination of the factors affecting employee motivation in the higher education sector. Asia-Pacific Journal of Management Research and Innovation, 14(1–2), 22–31.

Idowu, A. (2017). Effectiveness of performance appraisal system and its effect on employee motivation. Nile Journal of Business and Economics, 3(5), 15–39.

Jalagat Jr., R. (2016). Job performance, job satisfaction, and motivation: A critical review of their relationship. International Journal of Advances in Management and Economics, 5(6), 36–42. Web.

Lee, M. T., & Raschke, R. L. (2016). Understanding employee motivation and organizational performance: Arguments for a set-theoretic approach. Journal of Innovation & Knowledge, 1(3), 162–169.

Na-Nan, K., & Sanamthong, E. (2019). Self-efficacy and employee job performance. International Journal of Quality & Reliability Management, 37(1), 1–17.

Pang, K., & Lu, C. S. (2018). Organizational motivation, employee job satisfaction and organizational performance. Maritime Business Review, 3(1), 36–52.

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Reizer, A., Brender-Ilan, Y., & Sheaffer, Z. (2019). Employee motivation, emotions, and performance: A longitudinal diary study. Journal of Managerial Psychology, 34(6), 415–428.

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