The
real assets of the organizations are employees (Mohsen et al., 2004) and therefore,
the ways of managing employee’s motivation is very important part of the
management process (Tella et al., 2007). For this, the manager should be ready
to motivate employees adequately (Geomani, 2012). Organizations need to use
maximum potential of their human resource, to stay in the competition, and to
survive, great organizations are built on the inherent value of their human resources,
motivation, and commitment of its employees (Mohsen et al., 2004).
In
the consumer durable industry, sales supervisors’ who are highly motivated and
committed to the organization, provide excellent quality of customer service to
the customer (Mohsen et al., 2004). Motivation is, basically a psychological
process, including perception, personality, attitudes, and learning (Tella et
al., 2007). Motivation is very significant in the achievement of every organization’s
growth and it will stimulate an individual to take an action, which will result
in attainment of some goals, or satisfaction of certain psychological aspects (Geomani,
2012).
As
per Johnson (2005), Motivational theories explain and discusses the work
motivation and mainly divided into four categories, Maslow’s’ (1943) and McClellands’
(1961), Employee motivation need theories. Employee motivation equity theory that
explain the theories of Adams (1963). Vrooms’ (1964), Employee motivation expectancy
theory and the two-factor theory developed by Herzberg (1959).
There
are two types of motivation, intrinsic motivation and extrinsic motivation
(Gagne, 2005). Thomas & Velthouse, (1990), defines intrinsic motivation as
“a positively valued experiences that an individual employee gets directly from
their work tasks” and Extrinsic motivation is related to ‘tangible’ rewards.
(George and Sabapathy, 2011).
Retaining
the talented, skilled, and resourceful sales employees is a major concern in today’s
consumer durable industry (Bande et al., 2014). Employees are critical to the consumer
durable industry because they are in constant contact with the customers of the
business and they can significantly affect the success of the business (Singh
& Prakash, 2013). The satisfaction levels of employees can
directly connect with the satisfaction levels of customers and also employee’s
productivity level relates to the motivation level of the employee, both of
which affect the outcome of the retail business organization (Singh &
Prakash, 2013). Constant monitoring of employee
motivational needs would enhance the commitment from the employee to
exceptional work and help with the organization to retain employees (Conrad,
Ghosh, and Isaacson, 2015). Employees’ level of productivity and their level of
motivation are inter-connected (Singh & Prakash, 2013). Excellent
customer service is an essential component to the successfulness of the consumer
durable industry (Scheers & Botha, 2014) and the link between customer
loyalty and winning their trust is achieved by the business organization’s
employees (Ganesh, 2016).
References
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