Human Resource Development and Motivation in the Workplace

Human Resource Development and Motivation in the Workplace


            In the current marketplace, where organizations are in search of competitive advantage, motivation is a vital element for the withholding of endowment and performance. Devoid of the state of the economic setting, the aim of Human Resource Development (HRD) is to form a working environment that is appealing and motivating, where workers feel comfortable staying, growing, and contributing their knowledge, skills, and capability. HRD is the support system for assisting workers to develop their personal and organizational proficiencies, knowledge, and capabilities. Motivation is described as the psychological drive that establishes the course of an individual’s degree of effort, in addition to an individual’s persistence in encountering obstructions. The course of an individual’s conduct denotes the many probable activities that an individual can get involved in, while determination signifies the ability of a person to overcome when encountering barriers and obstructions. Via a basis of research, suppositions, learning, and practical instances, the article by Lockwood, Anderson, Fiester, and Somers (2010) handles the inquiries concerning the motivation of workers, the requirement of directors, what backs motivation, and, therefore, performance. The accountability of motivation is threefold as it has an impact on executive leadership, the directors, and the worker. Different aspects are entailed in motivation, from confidence, involvement, and ideals (personal and group) to job contentment, attainment, recognition, and benefits.

What Controls Motivation?

Motivation is critical for operating independently, in addition to the association and successful joint effort. The eventual concentration of an establishment is to fruitfully preserve proficiency, attain objectives, and surpass anticipations. The function of Human resources (HR) and leaders of organizations is to cultivate a setting for excellence. Motivating workers for excellence in their operations include vital aspects like employee involvement, critical executive vision and principles, management recognition and approval of job excellently carried out, and overall validity of leadership. Motivation and involvement are surely 50-50 associations involving the worker and employer. Workers are anticipated to come to the place of work with the fundamental inspiration and aspiration to be triumphant, be value-additional, and take part in the achievement of a worker’s dream (Lekiqi, 2012). On the contrary, it is incumbent on the manager to offer resources, chances, acknowledgment, and a friendly working setting for workers to be triumphant.

Employee Involvement

            Involvement controls motivation and is reflected in the degree to which workers dedicate, how strongly they operate, and the duration of their stay. Individuals join groups for dissimilar explanations, stimulated by intrinsic and extrinsic awards. Intrinsic awards are demonstrated in activities thought to be significant, for instance, a worker that desires to assist people by offering outstanding customer service, or an executive leader that attains a sense of accomplishment through successfully managing a large company. Intrinsic results encompass accountability, independence, a sense of attainment, and the delight of carrying out appealing work. Extrinsically stimulated conduct encompasses activities done with the aim of having material or social awards, with results like job security, gains, retreat time, and public appreciation (Jiang, Lepak, Hu, & Baer, 2012). It is the accountability of Human Resource Managers (HRM) to motivate workers, with the aim of employees contributing to the company. HRM can well motivate workers by giving awards that are consequential to them.

Vision and Ideals

            Workers are frequently motivated dissimilarly. To establish a work setting that enhances motivation, companies require knowing the things that workers value and then stress these aspects. In reality, a number of organizations and studies are starting to consider work spirituality, not in a spiritual way, but in a manner that the things workers do support their greater sense of existence and function. Except for fiscal gain, work offers individual satisfaction in different ranks, from meeting their needs, carrying out excellent work, hopeful of a dream, and finally influencing their quality of life (Lekiqi, 2012). These explanations could vary with time with respect to far-reaching economic variations and natural catastrophes. Moreover, organizations could also change.

Management Recognition and Approval

The manner in which workers are treated is a significant determinant of the motivation of workers and their performance. According to Lockwood et al. (2010), treating people in the right manner is vital to generating organizational triumph and efficiency. In accordance with research, the motivation of employees is a highly intricate set of activities on the part of both the workers and the company. Companies have to establish ways to care for their workers to motivate and satisfy them. Similarly, workers have to behave in a manner that will assist their companies to become successful and make them attain a competitive advantage in the market. The appealing arrangement for the performance demands collaboration involving the company and the workers where one cannot be successful without the other (Zhou, Hong, & Liu, 2013). To offer workers with consequential work and awards, companies require being triumphant, and to be triumphant, companies require industrious workers. The difficulty is how to establish organizations that operate at successful scopes and treat workers in a manner that is satisfying and worthwhile. To explain this jointly beneficial correlation, R employs the word virtuous spiral, which is an association that arises when a company treasures its workers, and in return, human resources are dedicated to successful performance.

Management for Motivation

            To get to the hearts and minds of workers, HRD requires being reliable with a propelling vision. The leadership of the organization should persistently share the organization’s vision with the employees to make sure that there is no uncertainty concerning the course that the organization is heading. Among the most negative traits that a manager can bear today is arrogance, behaving as if they have got it intact every time. On the contrary, among the most appealing attributes that a leader can bear is being in touch with his/her employees (Chatzimouratidis, Theotokas, & Lagoudis, 2012). It is the appealing qualities of a manager that retains the organizational vision making it not collapse under the pressure of situations. Moreover, organizational leaders require linking the visions and ideals of the organization to the workers’ daily operations and assisting them to understand how their efforts bond with the bigger picture.

In a 2009 study of the best companies with respect to leadership that was carried out by Bloomberg and the Hay Group, it was disclosed that the most adept companies were concentrating on leadership even in times of the recent economic recession (Lockwood et al., 2010). This study lists the best companies and the efforts of their HRD and motivation. Under HRD, these companies encompass opportunities like training of workers, employee profession advancement, operation management and progress, successiveness planning, industrious worker recognition, and organization improvement. Particularly, the most cherished attributes in successful leaders are strategic judgment and motivating leadership. For the success of any organization, the HRD requires comprehending what major leadership aspects are vital in propelling their companies toward development, which is more than merely getting employees to produce the correct results. It concerns getting employees to be zealous about their tasks and preparing them to tackle future challenges.

Consistent with this study, organizations are currently concentrating their efforts on posing for future success. In this regard, 93% of the best organizations have leadership development programs to allow workers to deliver on aspirations and policies, 91% offer all workers a chance to advance and practice the capacities required in leading others and 88% have an adequate quantity of internal aspirants ready to take up open management positions. In reality, 82% invest greatly in employees’ growth and motivation (Lockwood et al., 2010). In contemporary times, HRD and motivation require being mindful of economic forces when seeking manners of motivating workers. HRD in a number of successful organizations has cost-effective means of providing opportunities via developmental tasks, where employees can advance their proficiencies in other fields to be all set for promotions when they arise. A successful HRD and motivation will consider the best method of motivating workers, whether performance extents are estimable or require upgrading. For leaders that desire to attain and retain a competitive advantage, it is beneficial to consider the best way of motivating their employees.


            Organizational triumph cannot be attained devoid of powerful leadership, a proficient HRD, and a determined, thoughtful working setting that supports motivation. Irrespective of the industry, HRM requires being informed of what is essential for workers and working with the executive leadership to promote a motivated workplace rooted in confidence, credit, and trust for utmost commitment and triumphant performance.


Chatzimouratidis, A., Theotokas, I., & Lagoudis, I. N. (2012). Decision support systems for human resource training and development. The International Journal of Human Resource Management, 23(4), 662-693.

Jiang, K., Lepak, D. P., Hu, J., & Baer, J. C. (2012). How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of Management Journal, 55(6), 1264-1294.

Lekiqi, B. (2012). Employer and workplace: Their impact on human resource motivation for work. Agricultural Management/Lucrari Stiintifice Seria I, Management Agricol, 14(2), 57-62.

Lockwood, N. R., Anderson, C., Fiester, L., & Somers, K. (2010). Motivation in Today’s Workplace: The Link to Performance. Research Quarterly, Society for Human Resource Management, 55(7), 1-7.

Zhou, Y., Hong, Y., & Liu, J. (2013). Internal commitment or external collaboration? The impact of human resource management systems on firm innovation and performance. Human Resource Management, 52(2), 263-288.