Factors Affecting Performance at Work

Certain factors pertaining to the work environment serve to motivate employees to perform at their best. The Motivator-Hygiene theory of job satisfaction concluded that certain factors in the workplace result in job satisfaction. However these factors, if absent, don't necessarily lead to job dissatisfaction but rather to no satisfaction.  According to this theory, people are influenced at work by two sets of factors: 

Motivator factors are those influences which cause the employee to do more, want to do more, and make a significant contribution to the organisation. Hygiene factors are those things that must be present in the work environment for the employee to do their job. Without these factors employees either leave, or they take over the organisation – chaos reigns. The name ‘Hygiene factors’ is used because, like hygiene, the presence will not make you healthier, but absence can cause (employee) health deterioration.   

These factors highlight the difference between intrinsic and extrinsic motivation. As previously discussed, intrinsic motivation refers to motivation that is driven by an interest or enjoyment in the task itself, and exists within the individual rather than relying on any external pressure. Intrinsic motivation has been studied by social and educational psychologists since the early 1970s. Research has found that it is usually associated with high educational achievement and personal enjoyment in the task. For example, students are likely to be intrinsically motivated if they: 

• attribute their educational results to internal factors that they can control (e.g. the amount of effort they put in); 
• believe they can be effective agents in reaching desired goals (i.e. the results are not determined by luck); and 
• are interested in mastering a topic, rather than just rote-learning to achieve good grades. 

Extrinsic motivation comes from outside of the individual. Common extrinsic motivations are rewards like money or pay increases, coercion or threat of punishment. Competition is in general an extrinsic motivator because it encourages the performer to win and beat others, not to enjoy the intrinsic rewards of the activity. A crowd cheering on the individual and trophies awarded to the winner are also extrinsic incentives. Social psychological research has indicated that extrinsic rewards can lead to over-justification and a subsequent reduction in intrinsic motivation. Self-determination theory proposes that extrinsic motivation can be internalised by the individual if the task fits with their values and beliefs and therefore helps to fulfil their basic psychological needs. 

Consequences of job dissatisfaction 

Employees like to feel that the work that they do is meaningful, appreciated and will lead to some definite outcome (e.g. customer satisfaction, promotion). However when there is too much work to do, or too little time, or an employee does not feel appreciated, signs of job dissatisfaction may be noticed by the manager. 

When the manager notices signs of dissatisfaction, it is their responsibility to address the situation immediately and identify the source of the stressors and then provide the motivation or incentive for the employee to return to peak performance.  

This modified excerpt is taken from the book “Positive Psychology Coaching” by Dr Susanne Knowles which is available from www.amazon.com and www.barnesandnoble.com. 

Book Reviews and a Book Trainer are available on www.susanne.knowles.com.