How do we deal with the effects of the economic downturn on employee motivation in the FMCG industry?

 

Introduction

Crisis management may be defined as an organization’s acts and behaviors which prepare it to be ready to manage major catastrophic happenings in a safe and effective style (Lockwood, 2005).

Market globalisation, lack of qualified workforce and financial crisis present permanent pressure on the enterprise management, which must be focused on developing a competitive strategy as well as on determining and implementing crisis management to keep the enterprise going. The enterprise can have high technology, dispose of vast financial resources and precious information but only qualified and skilled employees will make decisions and ensure success and competitiveness of the enterprise (Hitka and Sirotiaková, 2011).

As a result of recent changes in the economic structure,  the adaptation of the Slovak economy to market conditions, enterprises pay more attention to man and his personal traits. As the only source of innovation and progress, the employee can use new opportunities, markets and up-to-date technologies. The above-mentioned changes can also be observed in the area of woodworking industry (Jelačić et al., 2012).

In the study conducted by Smith & Liou (2007), the impact of financial sector in response to financial distress is analyzed. As a matter of evidence, several studies have proven the negative impact caused by the financial distress on employee job motivation and job security level. Dr. Sori (2006) noticed a strong relationship between the final variables in the prediction model. Further studies have also proven similar results.

The motivation of employees can also be viewed as a cognitive element which can be understood through cognitive processes such as goals within Locke and Latham’s (2006) goal setting theory. Motivation is the process that explains an individual’s intensity, direction, and persistence of effort toward attaining a goal (Robbins et al., 2009). Jones (1955) cited in Steers & Porter (1991) define motivation as ‘...how behaviour gets started, is energised, is sustained, is directed, is stopped, and what kind of subjective reaction is present in the organism while all this is going on. Therefore motivation covers how organisationally beneficial behaviour can be started and maintained.Motivation includes the vigour and persistence of action (Atkinson (1964) cited in Steers & Porter, 1991).

How we planned to deal with the problem

I currently work for a leading food firm in Sri Lanka, and the tactics implemented to inspire staff amid this economic downturn are as follows.

• Those who use public transportation are provided with transportation to their doorstep by the company. It enables those individuals to operate more effectively in the office.

• The company paid for some of the employees' children's higher education.

• The company provides breakfast to each employee.

• The current insurance scheme has been improved.

• Providing the necessary consumer items at a reduced cost

• Addressing the employee grievances on time promotes positive relationship between employees and management. Therefore, a lot of initiatives have been taken to resolve employee grievances.

• Employee counseling provided by our factory HR is a good helping process for our employees to get the direction to solve their problems.

During a downturn in the economy, human resource management must focus on retaining and motivating competent key personnel who can help the company overcome the crisis and provide a competitive advantage in times of prosperity.

Reference

Aquinas, P.G. (2006). Organisation Behaviour: Concepts, Realities, Applications and challenges. Delhi: Excel Books.

Garcia, H. (2006). Effective leadership response to crisis. Strategy and Leadership, 34(1), 4-10.

Lunenburg, F.C., (2011). Goal-setting theory of motivation. International Journal of Management, Business, and Administration, 15(1), 1-6.

Locke, E. A., & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation. American Psychologist, 57(9), 705-717.

Mitroff, I. I., & Anagnos, G. (2001). Managing Crisis Before Happen. American Management Association, s. 34.

Pourron, A. (2020). Why Is Employee Motivation So Important In Crisis Situations? International Labour Organisation. 2020. Managing work-related psychosocial risks during the COVID-19 pandemic. Geneva: ILO

VandeWalle, D. (2001). Goal orientation: Why wanting to look successful doesn’t always lead to success. Organizational Dynamics, 30(2), 162-171.

Employee motivation during the covid 19 Pandemic in FMCG Industry

 

Background 

Why is employee motivation so crucial to an organization

 Motivation of employee

In today's world, increasing motivation, commitment, and engagement levels are critical organizational components. Compensation policies play a critical role in motivating employees to provide high levels of performance, discretionary effort, and contribution. Motivation usually begins with someone seeing a need that isn't being met. Then a goal is set to be achieved, and that is how the need is met. People might be offered rewards and incentives to help them achieve their objectives. The motivation level is also influenced by the social situation (Anwar & Shukur, 2015).

Learning new skills and developing new competencies have long been regarded to be beneficial.boosts employee morale and happiness, but it is also recognized that goal achievement has a substantial impact on motivation and job satisfaction (Lather and Jain, 2005). Managers and supervisors also play an important role in inspiring and enabling performance by fostering employee participation, mutual commitment, and knowledge of diversity concerns (Snyder et al, 2004).

The organization's management has the authority to develop alignment between organizational and employee goals and objectives in order to extract performance. The level of motivation and satisfaction is influenced by the organizational behavior represented by the organization's senior management, which is closely followed by the organization's beliefs, principles, and underlying values (Roos, Van Eeden, 2008).

The core potential of an organization is its motivated and satisfied personnel who constantly contribute to the organization's aims and objectives.

An effective HRM system might go a long way toward keeping employee morale high (Kumar and Garg, 2011). Without the active participation and interest of senior management, it is impossible for any division to simply motivate and satisfy personnel (K R. Solanki, 2013).

Employee initiative and participation should be encouraged by employers, as this will aid in the development of leadership at all levels. Formal authority is not a criterion for leadership jobs, but initiative and invention are. If given the option, individuals at all levels can choose to behave as leaders, which helps motivate and influence other employees (Jeffrey L. Herman et al, 2011).

Motivation is crucial.

As a responsible FMCG company in sri lanka , currently I’m working employee motivation is so crucial.

Employee motivation is critical to any company's success. Job satisfaction is one of the most essential aspects of studying human behavior in organizations. In the majority of cases, the core reason of the misbehavior is the employee's lack of or poor job satisfaction. In the same scenario, this may spread to other employees in a shorter amount of time.as a company following are the most Importance of motivation.

 The group's/teams' direction is unified.

 Effectiveness and efficiency at a higher level

 Organizational commitment has increased.

 Optimal resource use

 Creating a high-performance environment

 Enhances an organization's ability to deal with a variety of business difficulties.

 Employee retention and attractiveness are essential for ensuring a steady and consistent supply of labor.

Video1.0: Stop Trying to Motivate Your Employees | Kerry Goyette | TEDxCosmoPark

Source:TEDx Talks

Motivational obstacles

The following are some of the problems that an Maliban has in creating a motivated and committed environment:

 Business environment that is dynamic and competitive

 Management's ignorance and lack of awareness of the relevance of motivation

 Organizational commitment to employee expectations is lacking, as is a restricted worldview.

 Organizational structure and people policies and practices that are non-competitive

 Employee expectations are not well understood.

 Currently in place performance management system

 Employees' ambiguous organizational expectations

 Employee mobility is high due to a competitive employee market.

Reference

Anwar, G., & Shukur, I. (2015). Job satisfaction and employee turnover intention: A case study of private hospital in Erbil. International Journal of Social Sciences & Educational Studies, 2(1), 73

Ali1,B & Anwar2,G .(2021) An Empirical Study of Employees’ Motivation and its

Influence Job Satisfaction. International journal of Engineering, Business and Management (IJEBM)

Demir, S. (2020). The role of self-efficacy in job satisfaction, organizational commitment, motivation and job involvement. Eurasian Journal of Educational Research, 20(85), 205-224

Ihsani, N., & Wijayanto, A. (2020). The effect of organizational culture, motivation, and job satisfaction on employee performance. Dinasti International Journal of Digital Business Management, 1(4), 492-502

Lubis, R. K. (2020). Analysis of Effect of Work Motivation and Job Satisfaction Performance Against Serdang Agricultural Extension Bedagai. Journal of Management Science (JMAS), 3(1, Januari), 19-24.

Navdeep Kumar, Pankaj Garg, (2011). Impact of motivational factors on employee’s job

satisfaction- A study on some selected organization in Punjab, India, ASIAN JOURNAL OF MANAGEMENT RESEARCH 672 Volume 2, pp 672-683, ISSN 2229 – 3795.

Varma,C. (2017). IMPORTANCE OF EMPLOYEE MOTIVATION & JOB SATISFACTION

FOR ORGANIZATIONAL PERFORMANCE, International Journal of Social Science & Interdisciplinary Research. pp. 10-20

How employee motivation can reduce turnover

 Employee turnover

Employee turnover is a fact of life in any business, regardless of industry or size. Many businesses today are dealing with issues connected to a lack of information about the nature of employee turnover procedures.

Both the employee and the company benefit from a thorough examination of systems linked to employee volatility. Uncontrolled and excessive turnover can result in significant direct and indirect expenditures for a business (Staw, 1980). As a result, a detailed evaluation of staff turnover is required. may point to a variety of reasons that contribute to greater turnover. As a result, there will be unfavorable effects It's possible that the effects of this phenomenon can be reduced. From the employee's perspective, knowledge is important concerning the features of individual employees that offer them a competitive advantage on the job market is essential. Identification of the employees who are the most vulnerable is also crucial.

Employee fluctuation is a term used to describe when employees come and go. In the literature, there is no clear definition of employee fluctuation. The term "staff fluctuation" can be used to describe any situation in which an employee quits an organization (Cascio, 2001).

This term is sometimes boiled down to voluntary turnover, which occurs when an employee makes the conscious decision to quit the organization (Pocztowski, 2009). Much broader definitions can be found, such as: employee turnover is a diametrical change, exchange, or large loss of staff members (Cybulski, 2008). This concept will be defined for the purposes of this article as the process of external turnover, which includes, but is not limited to, dismissals from the examined organization. Voluntary and involuntary employee turnover are both possible (Cascio, 2001)

Video 1: Employee Turnover

Source: GreggU(2018)

What impact Does Employee Turnover Have?

Maliban Biscuit Manufactories (pvt)ltd, a leading FMCG company in Sri Lanka, is experiencing the following effects as a result of employee turnover.

Individual Level

 Monthly earnings will decrease.

 Job satisfaction is decreasing.

 Unable to meet the daily target set for each individual.

Organizational Level

 Can't fulfill the department's KPI's

 Smooth operations cannot be performed

 Due to insufficient labor, high overtime payments

National Level

 In the market, there will be a shortage of supply.

 Market Share lost

 The question of distributor profitability

International level

 International businesses are more profitable, income will decrease

Bridging the gap between challengers and solutions at Maliban

Employees for internal promotions are identified based on the individual performance. Our rewarding system is tied with the performance management system. Therefore, the company pays the annual increment to all level of employees in line with their performance rate determined by the performance appraisal system. Consequently, annual increment rate of each individual varies in accordance with their performance level. Hence, our employees are in the view that pay decision of the company is well transparent and equitable to their responsibilities and the performance rates. 

Moreover, company does its internal promotions based on the performance rate of employees determined by the performance appraisal system. So, everyone in the company has equal opportunities to move up in the ladder based on their high performance. Hence, the promotion scheme of the company is a good tool to recognize top internal talents and offer them fair and appropriate rewards in accordance with their superior performance.

For instance, our present AGM-Sales has stated his career as a sales representative. He was promoted based on his remarkable performance via our internal promotion scheme timely.

Those activities motivate the majority of employees.

Reference

Armstrong, M. & Taylor, S. 2014. Armstrong’s Handbook of Human Resource Man-agement Practice. 13th ed. Ashford Colour press Ltd. London.

Armstrong, M (2006). A handbook of human resource management practice, 10th edn, Kogan Page, Ltd.

Accorinti, K. L., Gilster, S. D., & Dalessandro, J. L., (2000). Staff programs focus on reducing turnover. Balance,4, (5), 12-14, 28.

EmployeeTurnover,https://www.bing.com/videos/search?q=EMPLOYEE+TURNOVER&&view=detail&mid=F5F1BA9CAA7B6825C7F8F5F1BA9CAA7B6825C7F8&&FORM=VRDGAR&ru=%2Fvideos%2Fsearch%3Fq%3DEMPLOYEE%2BTURNOVER%26FORM%3DHDRSC4

Grzenda,w  & Buczyński, ,M.(2015) Estimation of Employee Turnover with Competing Risks Models, Folia Oeconomica Stetinensia

Price, J., (1989). The Impact of Turnover on the Social Psychology, . Organisation. Work and Occupations, 16(4): 461-473.

Rinefort, Foster C; Van Fleet, David D.(1998) American Business Review; West Haven Vol. 16, Iss. 2,   9-13.

Somers, M.J. (1996). Modelling employee withdrawal behaviour over time: A study of turnover using survival analysis. Journal of Occupational and Organizational Psychology,69, 315–326.

Herzberg's two-factor theory

 

In 1959, Herzberg, Mausner and Snyderman published the two-factor model of work motivation and developed the motivation-hygiene theory, which was influenced by Maslow’s hierarchy of needs (Jones, 2011). Herzberg created a two-dimensional paradigm of factors influencing people’s attitudes towards work. Initially Herzberg and his colleagues developed a hypothesis that satisfaction and dissatisfaction with a job were affected by two different sets of factors and thus satisfaction and dissatisfaction could not be reliably measured on the same continuum (Herzberg et al., 1959; Stello, 2011). Studies on job satisfaction were conducted to decide which factors in an employee’s work environment caused satisfaction or dissatisfaction.
Herzberg et al. (1959) laid the groundwork for the two-factor theory. Herzberg et al. (1959) assert that motivation and hygiene factors influence job satisfaction and performance. Motivational factors are referred to as satisfiers, whereas hygiene factors are referred to as dissatisfiers. Satisfiers and dissatisfiers are mutually exclusive and have varying effects on workplace motivation. Employees are motivated to work harder and are more satisfied with their jobs when they are satisfied. Dissatisfiers do not cause job satisfaction, their absence results in dissatisfaction. Soliman (1970) further developed Herzberg et al. (1959) theory. He distinguished satisfiers from dissatisfiers as higher-order needs and dissatisfiers from lower-order needs. Zhang & Dran (2000) discovered evidence in website design supporting the two-factor theory. According to the two-factor theory, satisfiers and dissatisfiers each contain a distinct set of factors (Herzberg et al., 1959; Soliman, 1970; Zhang & Dran, 2000). This assumption of the two-factor theory prompted researchers to conduct a thorough examination of online reviews from websites to identify a distinct set of factors contributing to consumer satisfaction and dissatisfaction (Levy et al., 2012; Li et al., 2013).

Video 1: Maslow's Hierarchy of Needs in the Workplace

Source: (Organizational Communication Channel, 2016)

The traditional Herzberg approach represented both job satisfaction and dissatisfaction on the same continuum, but at opposite ends. Later on, satisfaction and dissatisfaction were separated into different sets of categories, each accompanied by distinct set factors. Hygiene factors decreased dissatisfaction, whereas it was the motivators that increased satisfaction. Hence, the updated two-factor theory that claimed satisfaction and dissatisfaction to be determined by different set of factors was reinforced (Brenner, Carmack, & Weinstein, 1971). It must be noted that Herzberg’s theory of motivation derived inspiration from Maslow’s hierarchy of needs (Dartey-Baah & Amoako, 2011). Hygiene factors, fulfilled “the need to avoid unpleasantness” while the motivation factors met “the need of the individual for self-growth and selfactualization” (Alshmemri, Maude, & Phillip, 2017).

Maliban Biscuit Manufactories (pvt) Ltd, a renowned FMCG firm in Sri Lanka, prioritizes employee happiness with its facilities. Most facilities are focused on promoting recognition, status, personal worth, and self-realization, and organizations always prioritize employment environment variables such as policies and working conditions in order to prevent unhappiness. During COVID 19, the company took every care to protect our employees and their families. We also pushed personnel to have a cheerful attitude in high-pressure situations.

Reference

Armstrong, M. & Taylor, S. 2014. Armstrong’s Handbook of Human Resource Man-agement Practice. 13th ed. Ashford Colour press Ltd. London.

Armstrong, M (2006). A handbook of human resource management practice, 10th edn, Kogan Page, Ltd

Adair, John. (2006). Part 2. Maslow and Herzberg, Chapter 6. Herzberg’s motivationhygiene theory. Leadership and motivation. London and Philadelphia: Kogan Page

Alshmemri,M & Maude,P.(2017) Herzberg’s Two-Factor Theory. Life Sci J 2017;14(5):12-16]. ISSN: 1097-8135 (Print)

Ousaf,S.(2020) Dissection of Herzberg’s Two-Factor Theory to Predict Job Satisfaction. The Lahore Journal of Business, 8 : 2 (Spring 2020): pp. 85–128

Ramlall, S. (2004). A review of employee motivation theories and their implications for employee retention within organizations. Journal of American academy of business, 5(1/2), 52-63

The practice of Motivation Theories in FMCG Industry

 

Maslow’s hierarchy of needs

Another well-known theorist from the behavioral era of management history, psychologist Abraham Maslow, proposed a theory of motivation based on universal human needs. Maslow believed that each individual has a hierarchy of needs, consisting of physiological, safety, social, esteem, and self-actualization needs. According to Maslow’s hierarchy of needs, the most basic human needs are physiological needs, that is, the needs for food, shelter, and clothing. In large part, it is the physiological needs that motivate a person to find a job. People need to earn money to provide food, shelter, and clothing for themselves and their families. Once people have met these basic needs, they reach the second level in Maslow’s hierarchy, which is safety needs. People need to feel secure, to be protected from physical harm, and to avoid the unexpected. In work terms, they need job security and protection from work hazards Physiological needs and safety are physical needs. Once these are satisfied, individuals focus on needs that involve relationships with other people. At Maslow’s third level are social needs, or needs for belonging (acceptance by others) and for giving and receiving friendship and love. Informal social groups on and off the job help people satisfy these needs. At the fourth level in Maslow’s hierarchy are esteem needs, which are needs for the respect of others and for a sense of accomplishment and achievement. Satisfaction of these needs is reflected in feelings of self-worth. Praise and recognition from managers and others in the firm contribute to the sense of self-worth. Finally, at the highest level in Maslow’s hierarchy are self-actualization needs, or needs for fulfillment, for living up to one’s potential, and for using one’s abilities to the utmost. In order to give you a better understanding of how Maslow’s hierarchy applies in the real business world, let’s look at a detailed example about Wegmans supermarkets. When you think of your first-choice job, you probably aren’t thinking about working in a supermarket. With grueling hours, low pay, and annual turnover often approaching 100 percent, supermarkets are generally not considered the best places to work—unless you work at Wegmans, which has been on Fortune’s “Best Company to Work For” every year since the list started, earning Wegmans a spot on Fortune’s “Great Place to Work Legends” list.

Maslow is considered one of the most prominent behavioral scientist and writers in the area of human motivation (Iguisi, 2009, p.142). Maslow originally proposed the “Maslow‟s Hierarchy Need Theory”, which has been adopted in almost every human pursuit, from marketing product to rehabilitating prison inmates (Aworemi et al., 2011, p.228). Maslow identified five classifications of needs which act as motivators. These needs start with physical needs the most basic, followed by safety, belonging, esteem and self-actualization needs. This theory can easily be explained in three assumptions (Bloisi et al., 2007, p.199; Berl & Williamson, 1987, p.54).

Video1.0:Motivation at work according to Maslow (1943)

As a leading FMCG Company in sri lanaka Maliban Biscuit Manufactories (pvt)ltd ,providing following facilities to the employees.

Company Medical Room, AmbSri lanaka Maliban Biscuit Manufactories (Pvt) Ltd, providing, Employee Counseling, Working Atmosphere and Condition of the Employment, Employee Safety, Employee Welfare, Vehicle allowance  and Fuel Allowance for Assistant Manager and above category, Production incentive  &  Sales Incentive, Attendance incentive, Encashment of the shift continuation , Statutory payments ,lunch allowance, Bonus, Training-Local & Foreign, Tours-Local & Foreign.

Based on the Physiological, Safety, Social, Self-Actualization Needs company always trying to do these facilities.

Reference

Armstrong, M. & Taylor, S. 2014. Armstrong’s Handbook of Human Resource Man-agement Practice. 13th ed. Ashford Colour press Ltd. London.

Armstrong, M (2006). A handbook of human resource management practice, 10th edn, Kogan Page, Ltd.

Abbah, M.T. (2014). Employee Motivation: The Key to Effective Organizational Management in Nigeria. Journal of Business and Management. Volume 16, Issue 4.

Gitman,j.Mcdaniel,c.,Shah,A.,Reece,M.,and Koffel,L.,Talsma,B.,Hyatt,.j(2018) Introduction to 

Business. Texas, OpenStax.

Motivation at work according to Maslow.Video. https://www.bing.com/videos/search?q=Maslow%27s+Hierarchy+of+Needs+in+the+Workplace&&view=detail&mid=C6082A7C062494319C70C6082A7C062494319C70&&FORM=VRDGAR&ru=%2Fvideos%2Fsearch%3Fq%3DMaslow%2527s%2BHierarchy%2Bof%2BNeeds%2Bin%2Bthe%2BWorkplace%26FORM%3DHDRSC4

Northouse, Peter Guy,(2019) Leadership : theory and practice. Singapore, SAGE Publications, Inc

VARMA, D., 2017. IMPORTANCE OF EMPLOYEE MOTIVATION & JOB SATISFACTION FOR ORGANIZATIONAL PERFORMANCE. International Journal of Social Science & Interdisciplinary Research.

Motivation Theories

Types Of Motivator

Figure 1.0: Types Of Motivator

 (Source: Kumar & Herger, 2019)

Intrinsic motivation

Intrinsic motivation occurs when people believe their work is meaningful, fascinating, and difficult, and that it offers them with a reasonable amount of autonomy (the ability to act), opportunities to accomplish and advance, and opportunities to use and develop skills and abilities.

Deci and Ryan (1985) suggested that intrinsic motivation is based on the need to be competent and self-determining (that is, to have a choice). Michael Sandel (2012: 122) remarked that: ‘When people are engaged in an activity they consider intrinsically worthwhile, offering money may weaken their motivation by “crowding out” their intrinsic interest or commitment’

Intrinsic motivation can be enhanced by job design. Katz (1964) suggested that jobs should in themselves provide sufficient variety, complexity, challenge and skill to engage the abilities of the worker. Hackman and Oldham (1974) in their job characteristics model identified the five core characteristics of jobs that result in intrinsic motivation, namely: skill variety, task identity, task significance, autonomy and feedback. Pink (2009) stated that there are three steps that managers can take to improve motivation.

Extrinsic motivation

When things are done to or for people in order to motivate them, this is known as extrinsic motivation. These include incentives, higher compensation, praise, or promotion, as well as disciplinary action, pay withholding, or criticism as punishments. Extrinsic motivators can have a dramatic and immediate effect, but they do not always sustain. Intrinsic motivators, which are concerned with 'quality of working life' (a phrase and movement that arose from this concept), are more likely to have a longer-term impact since they are inherent in people and their job – rather than imposed from the outside in the form of incentive pay.

Motivation Theories

Maslow’s hierarchy of needs

The way Maslow's theory is explained, according to Smith & Cronje (1992), is based on the notion that people aspire to achieve more in life, and their demands are prioritized according to their importance (illustrated in figure 1.0). Content theories of job satisfaction are based on Maslow's hierarchy of wants and revolve around employees' requirements and the variables that provide them with a reasonable level of fulfillment (Saif et al., 2012). Maslow developed a five-stage theory based on human beings' basic physical, biological, social, and psychological requirements. The theory divides individual needs into categories and prioritizes their fulfillment. (Jerome 2013).

Figure 2.0: Maslow’s hierarchy of needs

(Source: Simply Psychology)

How can you apply this motivation theory to management?

Physiological Needs –Regular pay, a secure working atmosphere, lunch breaks, and coffee/tea machines are all advantages.

Safety Needs – Retirement plans, sick days, health and wellness initiatives, insurance policies, and job security are all important considerations.

Social Needs – Encourage employee communication through teamwork, group initiatives, and social gatherings.

Self-esteem Needs –. Employee appreciation and worth are rewarded. Recognize them with feedback and appraisal programs.

Self-actualization Needs –. Work that is challenging, promotions, and training programs that will help them grow their careers and improve their talents.

Herzberg’s two-factor model

Herzberg's (1957, 1966) two-factor model of motivation was based on a study of the sources of job satisfaction and discontent among accountants and engineers who were asked what made them feel particularly good or awful about their professions. 'Motivating Factors,' according to Herzberg (1987), are those that influence job satisfaction, whereas 'Dissatisfying Factors,' according to Herzberg (1987). Factors in Hygiene.

The motivation/hygiene theory of Frederick Herzberg posits that a single set of factors, motivators, is responsible for high levels of job satisfaction and motivation. Workplace cleanliness issues, on the other hand, might lead to unhappiness.

Figure 3.0: Herzberg’s Hygiene and Motivational Factors

(Source:EPM 2018)

Four unique combinations could operate in work

I. 1.High cleanliness and high inspiration: this is the ideal situation. Staff are highly motivated   and have hardly any complaints. 

II. High cleanliness and low inspiration: the members have scarcely any complaints, but the          are not so motivated, they see their work as a search.

III. .Low cleanliness and high inspiration: the delegates roused, their behavior is being checked, even though they have complaints about pay or working conditions.

IV. .Poor cleanliness and unfortunate inspiration: this is the most horrible possible situation, staff are unconvinced and have many demonstrations.

Video 1.0 :The Correlation between herzberg’s  two-factor theory and maslow’s hierarachy of needs theory reviewal.

Reference

Armstrong, M. & Taylor, S. 2014. Armstrong’s Handbook of Human Resource Man-agement Practice. 13th ed. Ashford Colour press Ltd. London.

Armstrong, M (2006). A handbook of human resource management practice, 10th

edn, Kogan Page, Ltd.

Kaur, A. (2013) Maslow’s Need Hierarchy Theory: Applications and Criticisms. Global Journal of Management and Business Studies.

Northouse, Peter Guy,(2019) Leadership : theory and practice. Singapore, SAGE Publications, Inc.

Opatha, H.H.D.N.P. (2010). Human resource management. Colombo: Author published.

Society of Human Resource Management , 2008. SHRM foundation. [Online] Available at: https://www.shrm.org/hr-today/trends-and-forecasting/special-reports-and-expert-views/documents/retaining-talent.pdf [Accessed 16 April 2022].

The Correlation between herzberg’s  two-factor theory and maslow’s hierarachy of needs theory reviewal.Video. https://www.bing.com/videos/search?q=herzberg%e2%80%99s+two-factor+model+

VARMA, D., 2017. IMPORTANCE OF EMPLOYEE MOTIVATION & JOB SATISFACTION FOR ORGANIZATIONAL PERFORMANCE. International Journal of Social Science & Interdisciplinary Research_,

Walker, J. (2009) Human Resource Planning. New York: McGraw-Hill Book Co., P95.