To what extent can organisations affect employees’ motivation?

Critically discuss this

Organizations play a pivotal role in shaping the motivation levels of their employees. The
extent to which organizations can influence employee motivation is a subject of significant
interest and debate in the field of organizational psychology and management. Motivated
employees are more likely to be engaged, productive, and committed to their work, which
can ultimately impact an organization's performance and success (Latham & Pinder, 2005).
In this essay, we will critically explore the various ways in which organizations can affect
employees' motivation and examine the potential consequences, both positive and negative,
of their efforts. By delving into the intricate relationship between organizations and employee
motivation, we will gain a comprehensive understanding of the factors at play and the ethical
considerations involved.
The extent of organizations' influence on employees' motivation can be multifaceted and
contingent on various factors. Research in organizational psychology and management has
shed light on several aspects that organizations can manipulate to impact employee
motivation. It is crucial to examine these factors critically to better understand the dynamics
at play. One key factor in determining the extent of organizational influence on employee
motivation is the level of job autonomy granted to employees. Job autonomy refers to the
degree of independence and control an employee has over their work tasks and decision-
making processes. Organizations that provide employees with higher levels of job autonomy
tend to foster a sense of ownership and empowerment, which can positively affect motivation
(Grandey & Steiner, 2005). On the other hand, organizations that micromanage or impose
strict control over employees may stifle motivation by diminishing their sense of autonomy
and self-determination (Deci & Ryan, 1985, pp. 37-61). Another crucial element to consider
is the emotional culture within an organization. The emotional culture encompasses the
prevailing emotional norms, values, and expectations that shape the emotional expressions
and interactions among employees. An organization with a positive emotional culture that
encourages the open expression of positive emotions, such as enthusiasm, gratitude, and
support, is likely to enhance employee motivation (Barsade, 2002). In contrast, a negative
emotional culture characterized by the suppression of emotions or an atmosphere of fear and
stress can have adverse effects on motivation (Fineman, 2000). Furthermore, the level of
attentiveness, frequency, and variety of emotions displayed in the workplace can also
influence employee motivation (Morris & Feldman, 1996). Organizations that encourage
employees to express their emotions genuinely and appropriately can create a more
emotionally engaging and motivating work environment (Hochschild, 1983). Conversely,
workplaces where emotional expression is restricted or where a limited range of emotions is
accepted may hinder motivation by inhibiting authentic emotional expression (Ashforth &
Humphrey, 1993). Not only this, but the level of felt authenticity and congruence of an
employee's own feelings with displayed emotions is a critical factor. Employees who are
forced to display emotions that do not align with their true feelings may experience emotional
dissonance and increased emotional labor (Morris & Feldman, 1996). This dissonance can
negatively affect motivation and overall well-being. In contrast, organizations that value and
promote authentic emotional expression are more likely to foster higher levels of motivation
and job satisfaction (Grandey, 2000).
While the negative consequences of surface acting, as discussed in the previous sections,
underscore the inappropriateness of organizations demanding employees to display specific
emotions, it is important to acknowledge the dual challenge organizations face in providing
excellent customer service while safeguarding their employees’ well-being. Striking a
balance between fulfilling customer expectations and ensuring employee job satisfaction is a
complex task that requires strategic and empathetic approaches. Human resources
departments and leadership boards play a vital role in navigating this challenge. To achieve
both customer satisfaction and employee well-being, organizations can implement a series of
smart actions in various domains. First and foremost, recruitment processes should take into
account an individual’s personality traits. Research has shown that individuals with certain
personality traits, such as high levels of agreeableness, emotional stability, conscientiousness,
and extraversion, are better suited for customer service roles (Frei and McDaniel, 1998;
Judge et al., 2002; Lounsbury et al., 2012). Recruiting individuals with the right combination
of personality factors that align with the demands of front-line positions can lead to higher
job satisfaction and a more authentic display of emotions (Judge et al., 2002). Motivation also
plays a pivotal role in employee job satisfaction. Intrinsic motivation, driven by a genuine
desire to serve and a sense of personal satisfaction from being compassionate and helpful, can
lead to more congruent emotional expressions. An example from the healthcare sector
demonstrates the power of intrinsic motivation. When nurses were encouraged to display
compassion to patients, nurse turnover rates decreased significantly, from 30% to just 3% in
four years (Simmons, 2000, as cited in Carraher et al., 2006). This case illustrates how
employees who are intrinsically motivated exhibit emotions congruent with organizational
expectations, resulting in lower turnover rates and higher job satisfaction, even in emotionally
demanding roles (Morris & Feldman, 1996). Creating a positive and supportive working
environment is another strategy for enhancing employee motivation and reducing the
negative consequences of emotional labor. A “fun working environment” can positively
impact employees’ emotions and humor, making it easier for them to genuinely display the
desired behaviors (Curtis & Upchurch, 2008). Such environments are closely related to the
presence of a strong service culture within the organization, where employees are considered
internal customers (Cannon, 2002). When employees’ needs are met, they are more likely to
provide excellent customer service to external customers, as the positive experiences they
have within the organization spill over into their interactions with customers (Schneider &
Bowen, 1993; Seibert & Lingle, 2007).
Additionally, incorporating insights from the study on "Generational Differences in
Personality and Motivation" (Wong, Gardiner, Lang, Coulon, 2008) provides a valuable
perspective on how organizations can consider generational aspects when addressing
employee motivation: The research findings from this study challenge the notion of
substantial generational differences in personality and motivation. While popular literature
often highlights these differences, the study suggests that they may not be as pronounced as
commonly portrayed. This insight emphasizes the importance of focusing on individual
differences rather than solely relying on generational stereotypes (Wong et al., 2008).
Considering this perspective, organizations can adapt their approaches to employee
motivation based on individual preferences rather than generational categorizations. Instead
of assuming that one generation requires a specific motivational strategy, organizations can
tailor their efforts to suit the unique personalities and motivations of each employee. This
approach not only respects individuality but also promotes a more effective and inclusive
work environment.

In the context of the Covid-19 pandemic, where organizations have been forced to adapt to
remote work and changing circumstances, it is essential to consider the impact on employees'
motivation and well-being. The study by (Zhiyu Feng and Krishna Savani) highlights the
significant gender gap in perceived work productivity and job satisfaction during these
challenging times, which can shed light on the extent to which organizations can influence
their employees' motivation. Before the pandemic, as mentioned in the study, there were no
significant gender differences in self-rated work productivity and job satisfaction. This
suggests that, in normal circumstances, organizations may have been relatively successful in
providing equal opportunities for both men and women, thereby influencing their motivation
in a positive manner. However, the Covid-19 pandemic brought about a sudden and
unexpected shift in working conditions. The study identifies that the pandemic exacerbated
housework and childcare responsibilities, particularly for women. The increased burden of
household duties created a gender gap in work productivity and job satisfaction. This gender
gap in perceived productivity and job satisfaction can be attributed, in part, to the
organization's ability or inability to adapt to the changing needs and challenges faced by their
employees during the pandemic. From an organizational perspective, it is crucial to recognize
that the sudden transition to remote work and the increased demands of managing work and
household responsibilities put a considerable strain on employees, especially women.
Organizations should be aware of these challenges and be prepared to provide support and
flexibility to their employees. This support can include measures such as flexible work hours,
assistance with childcare, and acknowledgment of the additional responsibilities faced by
employees working from home. By understanding the impact of the Covid-19 pandemic on
the gender gap in perceived work productivity and job satisfaction, organizations can better
appreciate the extent of their influence on employee motivation. It is clear that organizations
can play a crucial role in shaping motivation by providing the necessary support and
accommodations to help their employees balance the demands of work and home life,
ultimately contributing to more positive work-related outcomes.
In conclusion, organizations play a pivotal role in influencing employee motivation, a topic
of significant interest and debate in the field of organizational psychology and management.
Motivated employees are more likely to be engaged, productive, and committed to their
work, ultimately impacting an organization's performance and success (Latham & Pinder,
2005). To shape employee motivation, organizations can utilize a multifaceted approach,
considering factors such as job autonomy, emotional culture, attentiveness to emotions, and
the authenticity of emotional expression. One critical factor in determining organizational
influence on employee motivation is the extent of job autonomy granted to employees.
Providing employees with a higher degree of independence and control over their work tasks
can foster a sense of ownership and empowerment, positively impacting motivation.
Conversely, organizations that micromanage and restrict autonomy may stifle motivation by
diminishing employee self-determination. Emotional culture within an organization is another
key determinant. A positive emotional culture that encourages the authentic expression of
positive emotions can enhance employee motivation, while a negative culture characterized
by emotional suppression or stress can have adverse effects. Furthermore, the level of
attentiveness, frequency, and variety of emotions displayed in the workplace can influence
motivation. Organizations that promote genuine and appropriate emotional expression can
create a more motivating work environment. On the other hand, workplaces that restrict
emotional expression may hinder motivation by inhibiting authentic emotional displays. The
level of felt authenticity and congruence between an employee's true feelings and displayed
emotions is crucial. Employees forced to display incongruent emotions may experience
emotional dissonance and increased emotional labor, negatively impacting motivation and
overall well-being. In contrast, organizations that value and promote authentic emotional
expression are more likely to foster higher levels of motivation and job satisfaction. While
the negative consequences of surface acting underscore the inappropriateness of
organizations demanding specific emotions from employees, organizations also face the
challenge of providing excellent customer service while safeguarding employee well-being.
Achieving this balance necessitates smart actions in various domains. Recruitment processes
should consider individual personality traits, matching employees with roles that align with
their natural characteristics. Motivation, especially intrinsic motivation, driven by a genuine
desire to serve, can lead to more congruent emotional expressions. Creating a positive and
supportive working environment can enhance employee motivation and reduce the negative
consequences of emotional labor. A "fun working environment" positively impacts
employees' emotions and humor, making it easier for them to genuinely display desired
behaviors. Such environments are closely related to a strong service culture within the
organization, where employees are considered internal customers. When employees' needs
are met, they are more likely to provide excellent customer service to external customers.
As a final point, I would like to emphasize the importance of organizational responsibility
and leadership in motivating employees. Organizations that create an environment and
policies that enhance both intrinsic and extrinsic motivation, provide recognition, and make
the job pleasurable and interesting can contribute to lower emotional depletion and anxiety
among employees (Sturman & Ford, 2011). In summary, organizations hold the key to
shaping employee motivation, and by implementing these strategies and considering
individual differences, they can create a work environment that fosters high levels of
motivation, engagement, and overall well-being among their employees.

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