Sample Paper on Motivating Employee under Work Pressure

Motivating Employee under Work Pressure in Saudi Electricity Company

Introduction

In many organizations where employees are expected to work on tight schedule and strict deadline, pressure is bound to prevail. Despite the high speed required in performing duties, accuracy is paramount when handling critical jobs. For example, employees working in airport control room are faced with many tasks, which require speed and accuracy in order to ensure proper coordination of events. Pressure in the working environment is not desirable and most employees find it difficult to cope up with it. In most cases, employees do not enjoy their jobs and they are compelled to work out of desperate situations. Most of the employees mess up as a result of working under pressure and end up quitting their jobs due to lack of motivation. Employee working under pressure needs motivation in order to encourage commitment and resilience in job despite the challenges of speed and time. In most cases, it is not possible for an organization to do away with pressure because it supports organizational performance. Therefore, reasonable mechanism must be employed to encourage employees to work appropriately under inevitable pressure. Such mechanism increases employee’s zeal to perform effectively under pressure and ensure employees comfortable adaptation to the institutional environment. It is more dangerous to have unmotivated working task force working under pressure. This research conveys important aspects and mechanism that are necessary in ensuring employees motivation in a high-pressure working environment.

The research focuses on motivating employees working under work pressure in Saudi Electricity Company. This company is based on Riyadh, and handles services of electrical utilities. In most occasions, workers are compelled to work under tight schedule, complex program, and a great traffic event within strict deadlines. This amount of pressure has seen many employee quite their job and others become reluctant in their performance. The company in most cases handle time bound project that supports distribution of electricity in Saudi Arabia.

Literature Review

Different theorists have offered concepts that can help achieve effective performance through motivating employees working under pressure. However, every theorist has an argument on the most effective method that can be applied to achieve better results in such conditions. Many management theorists have expressed their concern on motivational aspects that are necessary to encourage employees under working pressure.

Recent studies claims that motivated employee are twice productive compared to unmotivated employees (Chong et al, 2012). This would mean that if all employees in the organization were motivated, production would be high. In most cases, time and money is lost as a result of unmotivated work force (Lauby, 2005). For an organization to avoid misuse of time, it is appropriate to consider motivational techniques that are likely to keep the employee fixed and enjoying their assignment.

What is Motivation?

Luthans (1998) explains that “motivation is the process that arouses, energizes, directs, and sustains behavior and performance” p.215. In his work, Luthans has stated why motivation is a mandatory initiative in organizational set up. Cole (2009) defines motivation as “what drives a person to work in a particular way and with a given amount of effort” p.11.

Motivation inspires people in spite of the external conditions and pressure in the working environment. Motivation provides an inner drive that makes people work with happiness and great cooperation (Doyle, 2005).

Theories of Motivation and their Application

Cognitive evaluation theory claims that rewards that exalt employees’ competence and approves their autonomy have a great impact in enhancing intrinsic motivation (Cole, 2009). Due to high competition and increased demand for high performance, every organization has prioritized motivational budget in order to ensure that workers enjoy their jobs. Satisfaction of employee has become a vital aspect that cannot be overlooked in any organizational set up.

Many industrial psychologists and experts in management have tried to find the best terms or motivation that can suitably fit a working environment where pressure is high. There are different theories and arguments that try to offer the best solution in handling employees working under pressure. One of the earliest theorists was Maslow, who came up with theories based on need-hierarchy. In his argument, he postulates that employee’s needs are arranged in a certain hierarchy, which must be respected in order to ensure satisfaction that definitely boosts productivity and performance of the employees (Khan, 2003).

Money, bonuses, promotions, and many other different forms of appreciations have been used to activate, attract, and retain employees working under pressure (Morris, 2009).The greatest challenge in many organizations has been how to retain employees working in high pressure zones.

There are different reward systems that are used to motivate employees, which may include monetary and non-monetary compensation. Monetary compensation is divided into two main categories; direct or indirect compensation. Employees are motivated when they feel that whatever task they are doing is for their best interest (Morris, 2009).

Many researchers view motivation as both intrinsic and extrinsic, whereby internal and external factors influence people’s motivation (Khan, 2003). Employees are motivated when they are inspired by collaboration with other employees. Creating teams in the organization can greatly influence performance unlike letting every employee work alone (Cole, 1995). When people work in a team, they are able to persist and work on difficult assignment effectively compared to separated working force.

The culture of motivating employees is a long-standing method (Morris, 2009). Motivation is the chief determinant of performance in the organizations. Satisfaction is the expected end result that makes employees desire to offer more services to the organization (Khan, 2003). When considering ways of motivating the employees, it is important to consider their satisfaction as an organizational objective. Once satisfaction is achieved, it is certain that motivational techniques employed are effective (Cole, 1995).

In order to be able to motivate the workforce effectively, every manager should ask some important questions him/herself. These include why do people work? How does it feel to work under pressure? How can we encourage the employees to work with passion despite the working pressure? In doing this, the manager or the supervisor who is entitled with the obligation of encouraging the employee can come up with appropriate way of encouraging the employees.

Pressure sometimes leads to job stress, which is a common problem in most organizations in the present days. Consequent, stress may cause further psychological problems, which are manifested by anger, anxiety, tension, depression, and irritability.

The essence of motivating employees is to ensure sustainable progress in the organization and most importantly improve performance (Chong et al, 2012). Many organizations have started viewing workers’ motivation as one of the components required in order to achieve a long-term consistency in the current dynamic market (Morris, 2009).

Companies that learn best motivational tactics are bond to remain on the top of competition because of high and better performance. Dewhurst, Guthridge & Mohr (2010) considers extrinsic factors like monetary rewards as unreliable when intending to impose intrinsic motivation. The reason behind this argument is the fact that monetary rewards do not establish permanent inner drive but rather offers general comfort that can be lost once the financial supply is cut.

Goodstein (1994) draws a very different argument compared to other researcher by claiming that pressure is a vital mechanism for motivating the workers. Some workers feel prestigious when working in high-pressure zones with a lot of comfort. On the other hand, it is in the most challenging jobs where a person’s capability is well tested. Therefore, Goodstein (1994) proposes the use of pressure as a necessary motivator that can lead to high performance.

Methodology

One of the methods used to establish the objective of theses research was use of questionnaires. The questionnaires were designed with both open and closed questions in order to ensure that employees offered their opinion and contribution comprehensively. The questionnaire had various questions that required the employees to answer in order to verify the best method of motivating the employees under work pressure. Some of the questions required the employees to tell what makes them unhappy, what makes them unhappy, where they want change, what need to be provided, what motivates them, and why they like or dislike their job.

Keeping in mind the intentions of this research, the methodology used in this research intends to express how employees under work pressure can be motivated. In order to ascertain employee’s motivation, a questionnaire was administered in order to get employees personal opinion. This research is intended to expound how motivation can be done to employee under work pressure in Saudi Electricity Company. Therefore, in this study, the targeted population of study was employees from this company.

The other method involved practices sampling of employees from different departments. The sample of study in this case involved 20 employees who were expected to respond regarding work motivation. The employees were grouped into two groups (A and B) in order to be able to observe effects of motivation on employees under work pressure. These groups were geographically separated to ensure that the employees did not come in contact. All the employees were exposed to similar conditions of workload that ensure suitable pressure. A deadline of one week was placed on the projects the employees were working on. Though it was a challenging project, it was expected that at the end of one week, all the employees would have finished theirs assignment. However, on a daily basis, there was a certain level expected from each of the employees. This ensured suitable pressure that made the employees run up and down in order to be at par with the limited time. Supervisors conducted a daily check on every persons work to ensure that the required level was attained.

Manipulated Rewarding

Group A was motivated with little incentive and motivational session provided to them, unlike group B. Group B members were only let to operate without any incentives and motivational programs. In order to conduct the research successfully, the employees were not told the intentions of the research, but they were expected to work as though it was a normal work projects with tight and limited time limit. The management had explained to the employees on the expected project that would require keen attention, and much sacrifice and commitment in order successfully complete it. This was meant to prepare the employees psychologically before they started working on this experiment.

The motivation plan in group A involved providing incentive to employees who completed their assignment on time. There were gift for good performance and employees were allowed to have interactive social sessions during breaking hours. There were motivational sessions early in the morning and immediately after lunch break. These were meant to encourage the members in order to overcome the general challenges that were expected during the project. Despite the challenges of ensuring success in the experiment, the employees cooperated and were able to comply with the requirements of the experiment. However, there was little challenge in coordinating group B because employees were uncooperative.

Findings

Group A members completed their assignments earlier than expected while group B members delayed their assignments. On the first day, all the members completed their assignment almost in time. However, as the days advanced, there were notable delays in group B while group A performance was high.

On the other hand, there were mixed reaction on the question of what makes the employees unhappy. Annoying bosses, uncomfortable working environment, low salaries and wages, unfriendly rules and regulations, and unrealistic assignments were among the most common answers on what makes the employees unhappy. The employees complained that some of their supervisors and seniors were not friendly. This made employees perform their duties for the sake of their salaries, but they were open to confess that they did not enjoy working in such environment. There were feelings from most employees that the management was not addressing employees’ concerns, and most of the times employees where compelled to use forceful means to compel the management to act.

It was clear that there was a big communication gap between the management and the employees that needed to be filled. Employees complained of changes that take place in the company when they are not informed. In most cases, they are forced to comply with new changes without their opinion and contribution. The management team was separated from the other employee and beauracratic channel made it difficult for employees to get assistance from the management.

Discussion

Motivational sections in the morning have great impact in influencing employee’s performance (Podmoroff, 2005). Generally, these sessions are short with little activities and songs to activate employee’s morale and ensure great participation. These sessions are made to increase cooperation among the employees and ensure dedication to the assignments of the day.

However, it certain that people have uniqueness in their attitude. Therefore, different motivational styles have different impact depending on person’s priority. Some employees value accommodative space of operation, while others consider financial aspect as the main drive in their jobs.

From the experiment, it was certain that most employee value achievement and recognition in their job. According to majority of the answers provided in the questionnaire, a great number of the employees complained of lack of acknowledgment in their work despite great sacrifice incurred during critical assignments. Sometimes the employees are compelled to work beyond certain limits, long hours, day and night, and in unfavorable conditions in order to achieve a certain target. When employee’s ability is stretched beyond the limits, it is appropriate for the management or leadership to acknowledge the efforts and sacrifices expressed by the employees. Failing to appreciate employees when great commitment is shown might discourage them and lead to low productivity (Lauby, 2005). The management should be sensitive to little details that can be a source of great satisfaction to the employees. Even without using monetary tips, appreciating employees in forums when delivering speech can a great motivation to the employees.

Management and subordinate relationship has a great impact in motivating employees (Morris, 2009). There should be interactive sections between management and subordinates in order to create venues where employees can be able to raise their opinions and complains without fear. This section reduces the communication gap between the management and the subordinates, and ensures sustainable production in the organization. The management that does not encourage interaction imposes insecurity among the employees in a manner that would cause uncertainty on employees’ future expectation (Doyle, 2005). It is appropriate for the employees to be certain of their future when working in the organization. This can be encouraged through promoting experienced and outstanding employees. Work assessment program is a vital tool that help to distinguish the nature of output from every employee. These assessments programs should be conducted in the most transparent manner without partiality and favor.

Working conditions plays a significant role in encouraging employees and should not be overlooked in any organizational set up (Podmoroff, 2005). Employee’s health and safety should be prioritized in order to boost employees’ satisfaction as they handle their daily duties. Good ventilation systems and adequate working space as required by the government’s legislation should be a priority when creating a suitable working environment. Poor ventilation may lead to respiratory related diseases and inadequate working space my increase chances of accidents in the operation zones. This directly affects performance and productivity, which at the end may result to great loses.

The company’s policy plays a great role in ensuring a motivated working force (Dewhurst, Guthridge & Mohr, 2010). The policy should be clear and easy to understand in order for the employee to be able to internalize and make use of it with a lot of ease. There should be fairness when affirming rules and regulations that govern employees’ activities in the organization. The policies in Saudi Electricity Company are clear and well defined; however, unfairness projected by the management makes the implementation of these policies difficult. Employees working in same department are not treated equally; therefore, some employees have a feeling of desolation. Despite doing hard jobs, they are not appreciated like other employees, a situation that discourages their good motives.

In most cases, personal life issues are overlooked in organizational set up despite the potential they harbor of affecting personal performance. As much as the employees are subject of employment, they are also representative of different family units. Maslow hierarchy of needs postulation expresses the need to prioritize on personal life issues in organizational set up in order motivate the employees (Lauby, 2005). Employees’ performance is normally affected by family conflicts because they tend to create divided attention in a person. This can be dangerous to an extend that can lead to unexpected accidents as a result of divided attention.

Conclusion

It is certain that motivated employees perform better that unmotivated workforces. When employees are motivated, they tend to own their job and do their best in their work. Lacking a clear strategy of motivating the employees might fix an organization on a losing side. Employees are the force that drives an organization in order to achieve the set goals, and therefore should be handled with all concern. In this competitive global market, motivational programs should be prioritized in order to keep an organization at the top of competition.

According to the study, “money” features as the greatest motivator that can ensure high productivity and performance. This means that good salaries and wages, incentive, bonuses, and monetary gift can play a significant role in ensuring a motivated working force. It is there important to motivate employees, especially when there is work pressure that an easily discourage the employee

References

Chong, D. F., Eerde, W., Rutte, C. G., & Chai, K. H. (2012). Bringing Employees Closer: The Effect of Proximity on Communication When Teams Function under Time Pressure. Journal Of Product Innovation Management29(2), 205-215. doi:10.1111/j.1540-5885.2011.00890.x

Cole, G.A. (1995). Organisational Behaviour. London: DP Publication Ltd.

Dewhurst, M., Guthridge, M., & Mohr, E. (2010). Motivating people: Getting beyond money. Mckinsey Quarterly, (1), 12-15.

Doyle, S. (2005). The manager’s pocket guide to motivating employees. Amherst, MA: HRD Press.

Goodstein, J. D. (1994). Institutional Pressures and Strategic Responsiveness: Employer Involvement in Work-Family Issues. Academy Of Management Journal37(2), 350-382. doi:10.2307/256833

Khan, W. A. (2003). Teaching motivation. New Delhi: Discovery Pub. House.

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Morris, R. J. (2009). Employee work motivation and discretionary work effort.

Podmoroff, D. (2005). 365 ways to motivate and reward your employees every day– with little or no money. Ocala, Fla: Atlantic Pub. Group.