Motivational Tool on Employee Performance Asilbek Khayrullaev, Berjozkina G ISMA University of Applied Sciences, Latvia *Corresponding authors e-mail: [email protected] Received 18 May 2023, www.isma.lv Abstract ( In today's cutthroat corporate world, motivating people is crucial for organizational success. The literature on the effect of motivational aids on worker performance and satisfaction is briefly reviewed in this abstract. With an emphasis on inner and extrinsic motivators, the review covers the theoretical underpinnings of employee motivation. It examines typical organizational motivating techniques such rewards systems, career development programs, cash incentives, and employee engagement efforts. To meet the varied demands of employees, a comprehensive strategy incorporating several instruments is stressed. According to empirical data, properly developed and used motivating tools have a good impact on employee engagement, productivity, and job satisfaction. Aligning goals, being truthful in communication, and receiving personalised praise are all factors that contribute to success. The risks of inciting competition, the effectiveness of motivating methods being short-lived, and the need for ongoing evaluation are all recognised as obstacles and limitations. The need of matching methods to business culture and personal preferences is highlighted. For businesses looking to comprehend the effects of motivating tools on worker performance and happiness, this review offers insightful information. In today's dynamic business environment, firms can achieve long-term success through optimizing human resources through strong motivation. Keywords: Mistakes, Tool of management, financial incentives, Factors, Approaches process of generating willingness and desire to perform tasks effectively, rooted in human needs and expectations. Meeting diverse demands and creating a pleasant, tensionfree environment contributes to employee motivation and productivity. Motivation is crucial for achieving organizational goals and benefiting both the organization and its employees. It is a continuous and circular process that requires inducement and encouragement. The Hawthorne Experiments highlighted the importance of employee attitudes, demonstrated the impact of attitudes on performance, and emphasized the need for employee satisfaction in achieving organizational success. Motivation plays a vital role in all aspects of life, including familial and business relationships. Managers must act as both friends and motivators for their team members. Motivation is essential for enhancing performance at all levels and is an integral part of the management process. Understanding group dynamics and effectively addressing changes are key aspects derived from the Hawthorne Experiments. 1 Introduction A person's motivation at work can be described as the complexity of influences that increase their desire and readiness to use their potential in order to accomplish organizational goals (Ekundayo, 2018). Employing motivational methods to lead employees toward a certain objective is crucial for meeting employee demands. These tools come in a variety of forms, and each one has the ability to inspire workers to increase output.According to (Koontz etal. 1990), employee motivation is a crucial internal control tool that must be met in order to get benefits like greater employee engagement, increased productivity, and efficiency. Organizations must be motivated, rewarded, and led toward the proper objectives that people are capable of achieving if they are to remain competitive in the outside world. The research report is centered on promotion, one of these motivational techniques. An essential aspect in motivation is a promotion, which is defined as an improvement in an individual's status within an organization and is positively seen by the promoted person. 2 Motivation as a tool of function Motivating employees is an essential aspect of effective management. Managers need to inspire their staff, encourage teamwork, and provide effective communication and acknowledgment to foster motivation. Motivation is the 3 Motivational Principals The following guidelines should be followed if motivation is to be successful and produce the intended results and benefits for both employees and employers: - a proportionate response to effort 1 - The reward should reflect the work expended to obtain it; the bigger the prize, the more effort expended to obtain it; - variety (not class) - the award should vary based on the contribution made and not be influenced by the position or rank held, constructive encouragement (for success) - good occurrences, whether financial or not, and accomplishments should be valued; if a bonus is paid prior to the occurrence of a negative event that leads to its withdrawal, the absence of the incentive will not be motivating and the employee will feel cheated; - psychological distance (the award should not be delayed in time) - the prize should be given as soon as possible after the incident that led to its giving, as this will fix the desired and expected behaviors by the employer, - right orientation - people should understand why they are rewarded and penalized, as well as the conditions, events, and punishments that decide when they will receive a reward. - clarity and simplicity - the motivating and rewarding ideas should be straightforward, understandable, and transparent. - Maintenance of incentive thresholds - the values should be felt, and the predicted reward's value should motivate employees to make attempts to attain it. - internalization of organizational goals - a motivational system that supports behaviors that advance the organization's strategic goals should be tied to the organization's goals. - Constrained accessibility - The recipient must feel remarkable and set apart from other employees if the prize is to inspire; it cannot be given to everyone. In conclusion, it is important to positively motivate employees, which entails progressively bringing their aspirations to life while also achieving the goals of the company. If someone is to be disciplined, then the fundamental principles of penalties should be taken into consideration. For example, negative criticism should be given face-to-face and in a way that is not humiliating. This allows for understanding of the employee's mistakes and enables future avoidance. Appropriating an employee's accomplishment is pointless. An employee who receives praise for their efforts will likely put in longer hours since they feel appreciated. Ordering fairly ambitious chores will prevent monotony and routine and will give a sense of progress. It is important to reach an understanding with them regarding the direction and workforce development initiatives in order to avoid a scenario in which the employer's plans conflict with the employees' development goals. It makes sense to assign permissions since accountability in and of itself is motivating. Employees should receive praise as frequently as feasible so that desired behaviors can be changed. Finally, a variety of motivational tools should be used; they come in a vast variety, as was seen above. Each person is unique and has unique expectations and values; the art of motivation is in using these differences to further the goals of both the employee and the organization. often analyzed, focusing on McClelland's drive for success and achievement motivation. Goal-oriented individuals set specific objectives and thrive in environments that offer innovation, growth, and hard work. However, they may struggle with recognizing their limits and avoiding exhaustion. McClelland's affiliation motivation emphasizes the desire for good relationships and effective teamwork. Affiliation-driven individuals value a welcoming workplace culture and excel in jobs requiring teamwork and communication. Project managers should foster a culture of support and shared objectives to motivate those driven by affiliation. While working with affiliation-motivated people offers benefits like a happy workplace and strong teamwork, drawbacks like prioritizing group cohesion over personal development can arise. McClelland's power motive focuses on the need for influence and control. Project managers should understand individual motivational factors to design tailored environments and tasks for each team member. By addressing fundamental human needs and individual motivators, project teams can achieve higher performance and satisfaction.. 5 Monetary Incentives Companies have access to various incentives, including monetary and non-financial options. Monetary incentives include base pay, bonuses, commissions, and awards. Base pay, irrespective of performance, serves as the primary financial incentive for employees. Result-based bonuses provide variable compensation, while discretionary incentives are granted at the employer's discretion. Commissions, often expressed as percentages, reward employees for sales contributions. Rewards, both tangible and monetary, should fulfill three requirements: making employees feel valued, timely delivery upon meeting requirements, and selective distribution. Noncash rewards such as tools, extra medical care, childcare services, additional holidays, outings, and educational subsidies inspire workers. Equipment, office settings, and supplementary benefits like medical assistance contribute to employee motivation. The reintroduction of company creches allows convenience for working parents, and additional vacation time can serve as a motivating factor. Business trips and social activities can also be included as incentives. Funding staff development, particularly in knowledge and skills, through training opportunities further promotes motivation and competency improvement. Organizations effectively employ a combination of monetary and non-monetary incentives to inspire employees, enhance job satisfaction, and foster a productive workplace.. 6 Factors of Employee Motivation According to Wheelhouse (1989), certain elements are crucial to employees' performance and, if ignored by managers, can have a detrimental effect on motivation. This study looks at a number of independent variables, including compensation, job security, training and development, management communication style, working environment, reward, recognition, and promotion. When offered to top performers, rewards are a crucial instrument for promoting desired behavior (Locke and Latham, 1990). Herzberg (1968) contends that incentives are merely satisfiers or dissatisfiers and that motivation derives from the activity 4 Motivational Mistakes Different project teams have varying levels of motivation. Factors influencing individual and team performance are 2 itself. To establish a balance between basic pay, benefits, and external awards, managers should review the incentive programs in their organizations. Internal rewards, like a sense of greatness or accomplishment, also have an impact. When employees receive recognition for their accomplishments, it serves as a significant motivator (Pinar, 2011). It promotes respect, encourages workers to demonstrate their abilities, and supports a supportive and creative workplace culture. Offering employees additional roles and responsibilities through promotion can inspire them to work harder (Jurgensen, 1978). Employees are more likely to accept their new tasks and realize the benefits of their work when explicit instructions, support, and resources are given to them. Employee motivation strategies that are just transitory include salary, wages, and increments. Employee productivity is highly impacted by financial factors, according to research (Locke et al., 1980; Guzzo et al., 1985). For employee motivation, gratitude is significant, but good pay and financial incentives are more important (Trank et al., 2002; Harrison et al., 1996; Trevor et al., 1997). Security is crucial for the performance and motivation of employees. To ensure that employees feel safe in their jobs, businesses frequently offer insurance benefits, retirement programs, and savings plans (Wheelhouse, 1989). In order to provide personnel with the appropriate skills and abilities, training and development are essential. To encourage a workforce that prioritizes serving customers, technical and interactive skills training should be provided on an ongoing basis to both employees and supervisors (Valaries et al., 1996). While motivation is vital, the resources available and the employees' capacity to complete the work also play a big part (Alexander et al., 2000). Employees who are driven work harder to build a solid reputation and make better contributions to the company (Alexander et al., 2000). al., 1968). Positive outcomes are produced by highperforming personnel because they go above and above when necessary and are more dependable (Spurgeon & Harrington, 1989; Ono et al., 1991). The ability to motivate oneself has long been seen as a crucial element in improving one's productivity at work (Asad, 1986). According to research, there is a correlation between employee motivation and performance, with driven workers typically achieving higher levels of performance (Bradley, 2004; Ryan & Deci, 2000). Employing people who are ready to grow and advance, as well as offering the appropriate training, are practical recommendations for firms to boost motivation and performance (Bradley, 2004). Employees that are highly motivated, driven by satisfaction, put forth more effort and work at their best (Ryan & Deci, 2000; Bradley, 2004). Furthermore, motivated personnel are more productive and add more value to the company (Deci, 1971; Akerlof & Kranton, 2005). This is because they are engaged in satisfying and interesting work. Employees demonstrating their full potential reinforces this reciprocal benefit, leading to ongoing growth and excellent performance (Jen et al., 2004; Chadwick, Hunter & Walston, 2004). Higher responsibility levels can also inspire employees since they stimulate involvement and the efficient use of their skills (Khodov, 2003). forth contrast, unmotivated workers put forth little effort, avoid tasks, and deliver subpar work, which frequently results in turnover (Wigfield et al., 2004). 8 Conclusion The information gathered leads to the conclusion that employee performance can be motivated by promotion. The course paper focuses on how promotion can impact workers and inspire them to improve performance. The article also discusses many elements that are important in promoting employees and pushing them to deliver higher results. Additionally, according to the course paper, characteristics like acknowledgment, autonomy, and appreciationall components of promotionhave a good effect on the employee and consequently enhance productivity in order to meet goals. According to the survey, promotions also come with benefits that encourage employees and go beyond a simple pay increase. In light of this, it can be said that promotion serves as a motivating tool for an organization to improve employee performance References 7 Approaches to Motivation on Employees Performance and Behavior The way people act and perform at work is referred to as employee performance. It is an ongoing process with the goal of enhancing both individual and organizational performance rather than just fulfilling duties in exchange for incentives or pay increases (Baker, 1999). Performance reviews are used by organizations to evaluate an employee's skills, productivity, and potential for growth (Goldthorpe et [1] AbrehamTadesse (2017) The Effect of Employee Promotion Practice on Job Satisfaction: The Case of Dashen Bank S.C. 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