World University of Bangladesh

Course Title: Principles of Management

Course ID: MGT 301

Term Paper

Submitted to
Md. Mobarak Karim
Assistant Professor

Of
World School of Business
World University of Bangladesh

Submitted by
Fuad Naser Khan
Roll: 4384
Batch: 72d
Program: BBA
Student mail: 0121724384@student.wub.edu.bd

World University of Bangladesh

Date of Submission: 19 August 2022

I
 Employees’ Job Satisfaction and Its Impact on Productivity on Nestle Group

Table of Contents

Abstract 1

Introduction 1-2

Background of the Study 2-3

Objectives of the Study 4

Literature Review 4-7

Discussion 7-14

Findings 15-16

Recommendations 16

Conclusion 16

Reference 17

II
 Abstract

Over the past several decades, the relevance of employee work satisfaction has increased.
Numerous studies have been conducted in the past on the effects of employee services. There
was universal agreement that services are crucial for attracting and retaining skilled
individuals, despite the fact that most people considered services as sanitary components
unrelated to productivity and unable to give organizations a competitive edge. According to
this claim, services may modify the relationship between labour input and output. This paper
seeks to analyse the subject given the dearth of statistical evidence. As analytical models
based on production function are constructed, a number of significant control factors are
taken into account. According to empirical studies based on two significant samples from
Taiwan's shipping industry, employee services have a moderating effect on business
productivity regardless of industry or firm size. It is a complex and difficult job to motivate
individuals in an organization because of the wide range of management, employee,
organization, and workplace-related elements. In order to motivate employees, an
organization's human resource manager needs apply a variety of strategies and techniques.
When an employee joins any organization, there are many requirements and expectations.
Human resource managers use monetary and non-monetary aspects to accomplish various
organizational and employee-related goal

Introduction

In terms of sales, product offering, geographic reach, and product range, Nestle is the largest
food and nutrition group in the world. Nestlé offers items in almost every area of nutrition,
including infant formula, milk products, chocolate and other candies, instant coffee, frozen
prepared meals, mineral water, and more. Nestle is a significant manufacturer of pet food.

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The management of Nestle gave their staff a conducive working environment and influenced
several benefits including healthy salaries and raises. Because of this, these workers are more
driven and prepared to contribute to the company more, therefore when an organization fails
to provide for their needs, the workers get dissatisfied. This paper focuses on several theories
of motivation and how to motivate employees. In recent decades, employee job satisfaction
has taken on more significance. In past research, the subjects relating to the effects of
employee services have been thoroughly examined. There was widespread agreement that
services are crucial for attracting and retaining skilled workers, despite the fact that services
were typically seen as hygiene considerations unrelated to productivity and unable to give
organizations a competitive advantage. According to this claim, the relationship between
labour input and output may be tempered by the availability of services. This paper seeks to
analyse the subject given the dearth of statistical evidence. Analytical models are built based
on the production function, and a variety of important control parameters are taken into
consideration.

Background of the study

Only through the effective and efficient management of organizational resources is it feasible
for an organization to survive in the dynamic and competitive global environment of the
twenty-first century. One of the most fundamental resources that must be properly handled is
the human resource. As a resource, human resources are crucial to attaining an organization's
long- and short-term goals. Due to the complexity of people, managing them at work is more
difficult than managing other resources. A single organization may have individuals with
diverse personalities, attitudes, views, and values. Different strategies are required to inspire
them. For the survival and optimal performance of the business, managers must use a variety
of techniques and abilities to inspire personnel. These techniques and abilities must take into
account people's complex psychological composition. Executives and managers have long
understood the value of motivation and have tried a variety of methods to increase it.

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However, more enlightened leaders tend to place more weight on individuals and utilize more
contractive methods to inspire workers (Bendar,E., and White,J. 1991). As reasons for subpar
work and decreased productivity have been examined, the question of motivation has gained
in importance. We are undergoing a people revaluation, according to Alan (1988), executive
vice president of General Motors Corporation. "It's a revolution in which each side
acknowledges that people, not fixed assets or technology, are the deciding factor in the
bottom line," he said. According to the aforementioned quote, a company will be more
productive if its employees are driven. The issue of motivation thus becomes one of finding
rewards for workers that will persuade them to produce the output that is necessary because
unmotivated people exhibit undesirable behaviours like absenteeism and carelessness that
lead to low productivity. (1961) (Jovanich). Both academics and practitioners in public
administration continue to be interested in motivation as a significant factor in determining
employee success. The recognition that people are essential to organizations and that the
degree to which organizational goals are attained depends on employee performance, which
is also correlated with their level of motivation, has sparked attention (Ibrahim & Brobbey,
2015; Obeidat et al., 2016). Due to the increasingly competitive and global corporate climate,
employee motivation has drawn increased attention in recent years. Since quality employees
are difficult to find and keep, managers are under pressure to implement rules that will
encourage them to work hard to accomplish the objectives of the firm (Baloch & Shafi, 2018;
Ogunyomi, & Burning, 2016). According to Kearney (2018), motivation is a force that
animates, focuses, and sustains an individual's effort toward the accomplishment of
organizational goals. Shields et al. (2015) claim that among the many factors influencing
employee performance, motivation brought on by rewards is of the biggest significance.
Additionally, Kiruja and Mukuru (2018) emphasize the significance of motivation in
encouraging workers to perform at their best and the fact that someone who is highly driven
will exert significant effort to further the objectives of the businesses. These findings make it
essential for management to implement motivational programs that will encourage workers to
raise their output. So, if Nestle wants to achieve its goals and exist, inspiring its employees is
essential.

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 Objective of the study

The study's overarching goal is to examine Nestle's current motivational techniques and their
effects on productivity. To be more precise,
1. Determine the effectiveness of the current motivational system
2. List the many forms of employee incentive that the company use.
3. Assessing the contributions of motivated workers to rising productivity.
4. And give any enthusiastic employees who want to work for this organization more
valuable information that has been obtained.

Literature Review

The phrase "motivation" is typically defined as the needs, wants, feelings, or impulses that
drive someone to act in a certain way. The state of being inspired to action is, in fact,
motivation. When the workplace environment is taken into account, it is evident that the term
"work motivation" refers to motivation in the workplace. Employee motivation is crucial for
them to perform, remain loyal to a firm, support a leader, cooperate, assist consumers, and
other things. Some authors explore the origins of motivation before defining it. This strategy
defines work motivation as "a psychological process emerging from the reciprocal connection
between the individual and the environment that influences a person's decisions, effort, and
perseverance" (Latham and Ernst, 2006). In some definitions, the achievement of goals is
linked to work motivation. People are driven to act if they think that doing so would likely
result in the desired outcome. Well-motivated individuals execute actions that they anticipate
will lead to the achievement of their well stated goals (Armstrong, 2007). Motivation is a
phenomenon that cannot be directly witnessed, claims Kanfer (1990). Analysis of behavioral
streams resulting from inherited or environmental factors, which may be seen through their
influence on skills, beliefs, knowledge, and personality, is the sole way to infer motivational
processes. There are probably as many different definitions of motivation as there are
scholars studying it. Nevertheless, most definitions of motivation share a few characteristics.

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From the aforementioned examples, it can be seen that when authors discuss motivation, they
refer to an activity or behavior that is motivated and sustained. In other words, motivation is
typically defined as an elusive force that compels individuals to act in a particular manner.
The Pinder (1998) concept is employed in this study since it appears to characterize
motivation in a thorough and explicit manner. Work motivation is a set of energetic factors
that arise both within and outside of an individual's existence, to launch work-related
behavior and to determine its form, direction, intensity, and duration, according to Pinder,
who cited the works of Locke et al. (1981) and Vroom (1964). (1998). There are various
aspects of Pinder's (1998) motivation theory that make it superior to others. First off, unlike
many other definitions, this one places a strong emphasis on the connection between
motivation and vocations and work. His concept is meant to encompass actions like joining or
quitting a company, showing up on time, obeying or disobeying supervisor directions,
coming up with new, more effective ways to do a task, and agreeing to be relocated. The
concept of force, in Pinder's opinion, is one of the crucial components that define motivation.
In addition to making the term consistent with other writers' works, it also permits varying
degrees of motivation, depending on the situation. According to the concept of force,
motivation is connected to an effort. According to Pinder, effort is a result and a sign of
motivation rather than the same thing. He makes the point that hedonism is not emphasized in
his understanding of what motivates people to work. But it also does not rule it out. Intensity,
direction, and duration are three more crucial components in Pinder's description of job
motivation. Potential motivation and potential arousal, words coined by Brehm and Self
(1989), are used by the author to explain the intensity dimension. Expectations that behavior
will have an impact on the outcome lead to the first of those two terms. The second word only
applies when a given behavior is challenging and depends on the potential motivation's
strength. According to Pinder, intensity is the temporary magnitude of motivational arousal at
a given time and is unaffected by the potential that is offered. By thinking about the
objectives that the motivational energy is focused on, the direction can be understood. Last
but not least, the duration shows that goal attainment may be a potential result of on-the-job
conduct. The last, and most significant, aspect of the definition, according to Pinder, is that it
treats motivation as an actual psychological activity rather than as a hypothetical concept that
cannot be measured or immediately observed.

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It is true that the majority of motivational theories and studies do not distinguish between the
different degrees of experience that employees have. They don't take into account whether
employees have been in the workforce for a while or are new to it. The analysis of the
literature reveals that a number of authors have chosen to concentrate on young people who
are unemployed. How much students' prior attitudes toward motivating elements are
indicators of their future work motivation is a frequently questioned subject. According to
research by Lim et al. (2008), people's attitudes toward their future employment may be
influenced by the work attitudes they form before entering the profession. The planned
behavior theory proposed by Ajzen (1991) provides additional support for this strategy. It
claims that attitudes toward particular actions can be used to predict intentions to engage in
those behaviors. Additionally, anthropological research (Leibow, 1967; McCall and Lawler,
1976) demonstrate that views toward the workplace are formed prior to employment.
Students are employed as part-time workers in several businesses all around the world.
Additionally, some employees of one company work part-time for another company. As a
result, a lot of studies are concentrating on how an organization's regular employees and part-
time employees are motivated. Regarding this, Lim et al. (2008) surveyed college students in
Singapore to determine the relationship between money and work motivation. They contend
that successful performance in organizations is more likely among those who want to earn
money to give their family financial stability and a way to gauge their professional
accomplishments. Individuals who are motivated primarily by other factors may become
sidetracked by their motivations for working (spending money on items, making
comparisons), which lowers their performance because working is not satisfying to them in
and of itself. Additionally, McCall and Lawler (1976) looked at high school students'
expectations for labor rewards and general work attitudes. He discovered a link between
demographic factors such race, sex, socioeconomic class, and parental reward preferences
and preemployment work attitudes. He contends that pre-employment work attitudes affect
future job choices and attitudes, along with other variables including the nature of the work
environment and the realities of the labor market. Bu and McKeen examined the effects of
culture and gender on career objectives among business students in Canada and China (2001).

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These two groups' differences were determined to be significant. Chinese students were less
concerned with leading a balanced existence and more interested on intrinsic rewards,
routine/simplicity, and moral consistency. Compared to Canadian pupils, they paid similar
attention to organizational influence and extrinsic rewards. Sagan, Tomkiewicz et al. (2008)
focused on pupils from Poland and Russia in their comparison of students from various
nations. They discovered that students from Poland preferred intrinsic variables more,
whereas students from Russia preferred extrinsic factors more. Poles were less interested in
holding prominent positions within a corporation than were Russians. For Russians, having a
good salary was also more crucial. Polish students showed greater interest in jobs that
required creativity, variety of tasks, intellectual stimulation, establishing one's own working
methods, and responsibilities including issues that were crucial to the organization. In
actuality, company culture has a significant impact on employee motivation (Hoque et al.,
2013). Finally, because students frequently serve as part-time workers for numerous
organizations and because the employment of part-time workers is progressively on the rise
in Bangladesh, many studies have been conducted solely on students. Additionally, there is a
gradually rising trend toward using part-time workers. However, there is no research done on
the motivation of Bangladeshi full-time and part-time workers. In view of Bangladesh, a
study is therefore undertaken on regular and part-time workers' motivation at work.

Discussion

Motivation : A process that evokes, regulates, and sustains particular behaviors is referred to
as motivation. For instance, if someone hasn't eaten and is feeling hungry, he or she might eat
to quell those feelings. According to various theories, motivation can stem from the
fundamental desire to avoid suffering and maximize pleasure, or it can be attributed to more
subtle motives like altruism, selfishness, morality, or avoiding mortality. It can also include
more specific needs like eating and sleeping, or it can be attributed to desired objects, goals,
states of being, or ideals. Conceptually, optimism and volition are not the same as motivation.
Emotion and motivation are similar but different from one another.

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Intrinsic motivation : When motivation comes from within the person rather than from
outside pressure, it is referred to as intrinsic motivation. It is fueled by an interest or
satisfaction in the activity at hand. The foundation of intrinsic motivation is enjoying an
activity rather than striving for an outside reward. [6] Since the early 1970s, social and
educational psychologists have researched intrinsic motivation. Different motivational styles
are typically classified as intrinsic or extrinsic. Extrinsic motives are those that come from
outside of the person and frequently involve prizes like medals, cash, accolades, or social
recognition. Intrinsic motives are those that emerge from within the individual, such as
finishing a difficult crossword puzzle just for the personal satisfaction of solving a problem.
internal and environmental elements that encourage people to have a persistent interest in and
commitment to a career, role, or subject as well as to put forth consistent effort toward
achieving a goal. "Motivation is the only way to make people enjoy working hard. People
today need to know why they are putting in so much effort. Every person in a company is
driven by a particular goal.

Financial Motivation: Employees are motivated by their managers in a variety of ways,

which makes them want to work as hard as they can. Today's business environment is rife
with financial incentives and rewards, however most experts concur that money is not the
best motivator because most financial incentives have a short-lived motivational effect. The
presence of money may not be a particularly effective motivator, but its absence is a powerful
demotivator, according to Donna Deeprose (1994). Therefore, monetary incentives are a
crucial foundation for successfully motivating the workforce of a company. Salary increases,
profit sharing, incentive travel, and paid time off are the most typical forms of financial
incentives that will be covered in this essay.

Salary increases: Since many people use money as a scorecard to gauge their success, it has
been noted that the absence of pay raises or bonuses can be a potent de-motivator. The
amount of money a person has also tells them how essential they are to the company. Some
employees may not feel valued by the company if they do not receive wage raises or bonuses.
The last few years have seen a steady decrease in the economy. Companies are struggling to
decide whether to offer bonuses or raises as the economy continues to deteriorate.

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In recent years, the majority of workers have been prepared to forego a raise in order to avoid
being let go. Companies can wisely use team incentives and recognition programs in years
where there isn't money for bonuses and raises. Companies, however, cannot maintain a
"products only" policy for very long. One year is the maximum amount of time that experts
recommend. If workers go longer than one year without receiving a raise or bonus, their
productivity is likely to decline. Additionally, valuable workers may be persuaded to look for
other employment, which can be expensive in terms of rehiring costs.

Profit-sharing: Since profit sharing benefits both the employee and the business, it can be a
great way to inspire employees in the workplace. Both parties benefit from this circumstance.
The two most widely used forms of profit sharing schemes are those that reward employees
with shares and those that are based on the productivity of the companies. Most programs are
created to reward staff members for helping the business increase revenue or profit. If the
business does better in a specific month of the current year compared to the previous year,
these programs are intended to award bonuses to the staff. Employees that participate in this
kind of profit sharing scheme receive awards and benefits right away. Businesses see the
benefits of performance-based remuneration in the following way: "Financial rewards are
also a powerful motivator, and furthermore, have the extra advantage of being a 'need' that is
generally never satisfied. The motivational process is strengthened when "people working
smarter" is connected to an equal reward system. Gain-sharing is a successful incentive
scheme that takes advantage of both. Profit sharing and bonus plans have the dual goals of
increasing employee productivity and reducing costs. Rewarding with stock is the second
most popular kind of profit sharing; when the business performs better, the stock's value rises.
One of the highest types of appreciation, in Bob Nelson's words (from 1997), is to treat a
worker as if they are a part-owner of the business. This shows an ongoing dedication to the
person. In most organizations, stock is typically used as a form of incentive for key
employees or high-level managers, and there are a few reasons for this practice. First,
managers will make decisions that are in the long-term best interests of the company if they
are driven by a profit-sharing program. Second, the majority of mid-level to lower-level
employees want an instant incentive or reward, such as the previously mentioned bonus
system, to recognize exceptional effort.

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Incentive travel: An all-inclusive luxury vacation is impossible to refuse, right? Employee
financial motivation can also be achieved through incentive trips. When employees receive
cash bonuses or pay increases, they frequently use the funds to settle debt or cover other
regular financial expenses. The added benefit of incentive travel, as a bonus or reward, is that
employees would probably never buy something similar for themselves. Money for regular
expenses is excellent, but incentive travel has an added allure. Paid vacation. One of the most
popular forms of financial incentives used to encourage employees is paid time off from
work. An extended lunch break or many days off concurrently are examples of the range of
paid time off. When asked how this can be done successfully, Bob Nelson (1997) offers the
following advice: "If the job allows it, simply give employees a task and a deadline and
indicate the quality you expect. The additional time is their reward if they complete the task
ahead of schedule.

Non-Financial Motivation: This paper describes emotive forces as inward emotional

motivations for carrying out a task. Some of the most well-known organizations in the world
have understood the advantages of appealing to their employees' passion to work smartly and
to be recognized as they have learned that effective employee motivation goes beyond the
financial remuneration for labor. The majority of motivators directly empower and enable
people to perform successfully. When a business emphasizes goal-setting, communication,
autonomy, accountability, and flexibility, productivity can be increased.

Goal-setting: The accomplishment of goals and the approval of peers serve as powerful
motivators for people. Achieving something is done by carrying out a task successfully in
order to achieve a goal. The successful completion of that activity constitutes a part of the
company's objective, whether they are tightening a bolt to an engine block or creating a
competition analysis (Coffman & Gonzalez-Molina, 2002). Because they are aware of the
task's significance and ultimate goal, employees who grasp how their work fits into the
company's wider scheme and bottom line will experience a feeling of belonging and
importance (Weinstein, 2002).

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A smart method to describe a worker's role in a company and provide them with a benchmark
by which to measure their progress is to have them set goals. When a manager compares a
person's performance to the objective, either by public or private acknowledgement, they can
then concentrate on the success of the individual. The organization creates a culture of
achievement against measurable goals in this way, and each victory energizes the team
(Nelson, 1997). The process of establishing the tasks and goals of the employees creates a
priceless opportunity for management and employee communication.

Communication: A company's employees may be highly motivated by the information flow

throughout the organization. The greatest way to start cultivating employee talent is through
clear goal-setting and path-finding communication. Additionally, registering and responding
to employee communications sends a strong statement about their worth to the organization
and management. Employees want their business and team to succeed, and when
management uses employee feedback to boost productivity, a sense of empowerment and
process ownership grows. A measure of control over their working environment is also given
by open communication, which also paves the way for the betterment of each unique working
circumstance. Employee communication rewards are not usually what managers would
consider to be rewards. Trust between managers and their employees is also established
through communication. Management may grant liberty and promote independence when
there is trust, and this fosters a strong sense of community among the workforce.

Autonomy: The ideas about employee autonomy have changed along with the workplace.
Employees are given the freedom to take individual action to solve issues, upgrade processes,
or improve interactions. When independence and effective communication are combined,
employees are more likely to consider the company's best interests and are further motivated
by the ability to act in any circumstance. Good managers would outline the desired results but
refrain from breaking the task down into steps for the employee, placing their trust in them to
carry out the assignment and make use of their skills and ingenuity to do it. When an
employee participates in decision-making, they are inspired to see that the project is
completed in line with the company's goals. Another key element influencing an
organization's effectiveness is autonomy.

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A company that cares about everyone's contribution to reaching overarching goals is more
adaptable and flexible. Employees will be less rigid in their interpretation of their job tasks
and assume responsibility for attaining goals in a wider framework. Since there will be less
rigidity, issues may be resolved more quickly, and each employee will feel more empowered
and satisfied. The main factor affecting employee retention, satisfaction, and motivation is an
efficient and effective company.
Responsibility: The pursuit of a "worthwhile job" is valued by employees above all other
factors, including compensation. Responsibility for a project's success or failure is a
significant factor in determining the value of a job. When employees are given the resources
and freedom to complete a specific project or execute a certain function, they are encouraged
to do so well since they are responsible for that particular task. A good worker will have the
chance to demonstrate their abilities and inventiveness in finishing a task or problem-solving
when they are in charge of a project. Employees believe that management has faith in their
skills to accomplish when duties are clearly laid out to emphasize both individual and
collective accountability.

Flexibility: Flexibility with employees should be one of a company's goals. Companies in the
1990s experienced significant productivity increases thanks to workplace flexibility.
Employees may better manage their lives between work and home thanks to flexible
schedules and organizations, which also boosts productivity and morale. As was previously
demonstrated with McCormick and Company, putting in more time at the office and
punching more time cards does not guarantee a business would be successful or efficient.
Work can be scheduled with flexibility so that it fits each person's needs. Many businesses
offer examples of the significant benefits of flexible scheduling for employee retention,
remuneration, and loyalty. Due to its inability to finance the large benefit and financial
compensation packages offered by the larger corporations, one company was unable to recruit
the best candidates. The company management decided to move towards flexitime, eradicated
time clocks, and invented ‘management by wandering around.

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Maslow’s Hierarchy of Needs:
Maslow's hierarchy of desires is usually viewed as a pyramid, with the most basic and
fundamental requirements at the bottom and the urge for self-actualization at the top. The
"deficiency needs" or "d-needs" that Maslow referred to as the bottom four strata of the
pyramid are esteem, friendship and love, security, and physical needs. With the exception of
the most basic (physiological) needs, the body does not physically indicate that these
"deficiency needs" are not being met, but the person nonetheless feels tight and nervous.
According to Maslow's hierarchy of requirements, a person must first have their most basic
needs addressed in order for them to have a strong desire for (or to focus motivation on) their
secondary or higher level wants. Maslow also came up with the phrase "met motivation" to
characterize the drive of those who go above and beyond their bare necessities and constantly
try to improve. Instead of deficiency needs, B-needs (Being Needs) are what inspire met-
motivated individuals (D-Needs).

Increasing the range of jobs that employees accomplish on the job—while not necessarily
making them more difficult—should make work more fascinating.
The process of job enrichment is giving employees a greater variety of more difficult,
fascinating, and demanding tasks that are related to a single unit of work. A higher sense of
accomplishment should result from this.Giving employees more freedom to choose their own
course of action in certain aspects of their working lives is known as empowerment. After
one's physical and safety requirements are met, one has to feel a sense of love and belonging,
which constitutes the third layer of human wants. As seen in children who cling to violent
parents, the need is particularly strong in childhood and can overcome the need for safety.
Hospitalization, neglect, shunning, ostracism, and other forms of abuse can impair an
individual's capacity to establish and maintain emotionally significant relationships in
general, affecting their ability to:
• Friendship
• Intimacy
• Family

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Whether it comes from a major social group like clubs, office culture, religious groups,
professional organizations, sports teams, gangs, or tiny social ties, humans need to experience
a sense of belonging and acceptance (family members, intimate partners, mentors, close
colleagues, confidants). They require a variety of forms of love from others, both
romantically and otherwise. Many people are vulnerable to loneliness, social anxiety, and
clinical depression in the absence of these components. Depending on the intensity of the
peer pressure, this need for belonging can frequently outweigh the physiological and security
demands. For example, an anorexic may disregard the need to eat and the security of health in
favor of a sense of control and belonging.

Self-actualization: “What a guy is, is what he must be. The apparent need for self-
actualization is based on this. This level of need is concerned with reaching a person's
potential to the fullest. This goal, according to Maslow, is to become more and more of who
one already is and all that one is capable of being. Although the term "need for self-
actualization" is used broadly, it refers specifically to an individual's needs. For instance, one
person might have a great desire to be the perfect parent, while another person might express
it via sports, and yet another person might express it through creations such as paintings,
photographs, or inventions. As mentioned before, in order to reach a clear understanding of
this level of need one must first not only achieve the previous needs, physiological, safety,
love, and esteem, but master these needs.

Causality Orientations Theory (COT):, The third mini-theory analyses individual

variations in people's propensities to orient toward settings and regulate behaviour in a variety
of ways. Three different causality orientations are described and evaluated by COT: the
autonomy orientation, where people act out of interest in and value for what is happening; the
control orientation, where rewards, gains, and approval are prioritized; and the impersonal or
motivated orientation, which is characterized by anxiety about competence.

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 Findings

Extrinsic motivation, job enrichment and performance appraisal, relationships and security,
decision-making authority, and growth potential are just a few of the components from the
study analysis that can be used as findings for this study.
• Effect of extrinsic motivation on employee performance : Extrinsic influences are
a powerful motivator, it is clear from the study conducted above. Therefore, a good
system of financial and non-financial rewards should be developed. Additionally, it
should be remembered that employees might feel the need for higher financial
incentives after a particular period of time.
• Effect of job enrichment and performance appraisal: A good motivator is job
satisfaction and performance evaluation. These elements' effects are more noticeable
from a psychological standpoint. A positive work atmosphere will enable employees
to execute with greater comfort and ease. Similar to this, improved performance can
be anticipated if the employee is aware that the top management and subordinates are
evaluating his or her strong performance. However, there are times when an
overabundance of work and responsibilities can make employees feel under pressure,
which can be a demotivator.
• Effect of relationships and security: As inferred from the study above, relationships
with peers and superiors are also crucial. Similar to this, job security also has a
favourable impact on employees' performance because it makes them feel more secure
performing their duties. It is therefore preferable to include a legal agreement when
joining.
• Effect of authority to make decision: It may very well be used as a powerful weapon
for motivation if the staff is allowed the freedom to make decisions within their areas
of expertise. They shouldn't be permitted to make decisions that are outside the scope
of their authority.

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 • Effect of growth opportunity: Employees will perform more effectively and
harmoniously if they believe they have a bright future in their specific organization.
This serves as a powerful motivation as well. Exemplifying others who work for the
same company should be used to build such motivation.

Recommendations

• Assessing whether training is the most effective way to obtain the desired possibilities
• Training's learning outcomes are clearly defined and identified.
• Senior management is dedicated to the reasons for and ongoing encouragement of learning
• Learning method that is simple to account for cultural conditioning
• For workers hired for a trial period, performance evaluations may decide whether or not their
contracts are renewed.
• Setting joint objectives and a development strategy that focuses on shared results are constructive
and participatory, fostering frequent and frequent communication between managers and team
members or individuals, and assisting staff in accepting their own commitment to change and
improvement.
In order to support an output, customer, and flexibility focus, performance management focuses on
future performance planning and improvement rather than retrospective performance review.
• When an organization performs a task, it is simpler than if it were performed without management.
• It depicts a sophisticated, well-educated, and civilized business procedure..

Conclusion

The foundational factor that will propel your business to success is a positive work environment. It
could take a lot of time and effort to boost employee engagement at the office. However, management
must promote a favourable work atmosphere if it wants to increase staff productivity. Ensure that staff
members believe their contributions to the company's success are significant. Always maintain a
"open-door" policy, and make your management staff accessible.

Page no: 16
 Reference

• https://nairaproject.com/projects/4747-the-effect-of-motivation-on-theperformance-
of-employees-in-nestle-nieria-plc.html
• https://www.nestle.com
• https://www.assignmentpoint.com/business/management/motivation-in-
nestlebangladesh-limited.html
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