Work Motivation Factors
28 May 2015
Read by 4088 persons
Work motivation is a major concern in organizational management and for most managers. Indeed, everyone wants motivated employees who, through their involvement and fulfillment, will inevitably be a source of productivity for their company. But do we really know the levers of employee motivation?
For the complete results of this survey, please click on this link.
For a long time, it was thought that one of the key factors in this motivation was remuneration. We now know that this is not necessarily the case. Working conditions, feeling involved in one's missions and function, and hierarchical recognition are all motivating parameters that mobilize the employee and encourage them to invest.
Aware of the dominant and recurring nature of this theme in current Human Capital management, ReKrute.com recently conducted a survey on the factors and levers of motivation of Moroccan employees. Targeting all people registered on the site, all profiles combined (employed or job seekers), it aimed to identify the levers to attract talent, identify factors that may impact motivation, and finally measure the satisfaction of each person with their current situation.
That is why the results of this survey should prove to be a factual tool to understand the motivational factors of today's employees.
The main levers of motivation
This survey, to which 3371 people responded, shows that individual motivation is now an essential lever for involvement in the organization, which corresponds to the global trend.
Certainly, the intrinsic expectations of the employee may vary according to the employee's status, and in particular whether they are looking for a job or are already employed.
For job seekers, the winning trio of motivational factors seems to be, firstly, the social benefits offered by the employer, followed by the quality of relationships with management and the search for stable employment guaranteeing real future prospects.
For employed individuals, three key motivational factors stand out:
Relationships with Management. It seems that Moroccan employees are looking for constructive relationships based on respect, listening, and dialogue. They no longer want to settle for a directive or paternalistic management model, but rather a more participatory one.
Recognition of work, which translates into the search for management capable of recognizing and highlighting the involvement of its employees, rewarding efforts made, and above all, implementing successful career plans. Indeed, 51% are dissatisfied with the recognition of work by their superior, 60% are dissatisfied with their career prospects, and 67% with bonus-related rewards.
Career prospects. It is important to note that the Moroccan employee is no longer satisfied with standardized functions that are not able to give them a long-term vision of their evolution. They are career-oriented and find their professional enrichment in this capacity that their company must have to offer them real career plans.
Ultimately, this survey shows that quality of work life is a major element for today's employee. To feel motivated, they must feel listened to and recognized by their management.
It is also important to emphasize that, according to the survey, salary only comes in 9th and 10th position in the key motivational factors.
This survey also revealed the concept of motivation from the point of view of managers. And it appears that the managers surveyed gave their teams a motivation score of 6.3. 78% also believe that by implementing appropriate motivational levers, the atmosphere within teams improves, employees are more willing to commit, and finally, the expected results are more conclusive.
For the complete results of this survey, please click on this link.
For a long time, it was thought that one of the key factors in this motivation was remuneration. We now know that this is not necessarily the case. Working conditions, feeling involved in one's missions and function, and hierarchical recognition are all motivating parameters that mobilize the employee and encourage them to invest.
Aware of the dominant and recurring nature of this theme in current Human Capital management, ReKrute.com recently conducted a survey on the factors and levers of motivation of Moroccan employees. Targeting all people registered on the site, all profiles combined (employed or job seekers), it aimed to identify the levers to attract talent, identify factors that may impact motivation, and finally measure the satisfaction of each person with their current situation.
That is why the results of this survey should prove to be a factual tool to understand the motivational factors of today's employees.
The main levers of motivation
This survey, to which 3371 people responded, shows that individual motivation is now an essential lever for involvement in the organization, which corresponds to the global trend.
Certainly, the intrinsic expectations of the employee may vary according to the employee's status, and in particular whether they are looking for a job or are already employed.
For job seekers, the winning trio of motivational factors seems to be, firstly, the social benefits offered by the employer, followed by the quality of relationships with management and the search for stable employment guaranteeing real future prospects.
For employed individuals, three key motivational factors stand out:
Relationships with Management. It seems that Moroccan employees are looking for constructive relationships based on respect, listening, and dialogue. They no longer want to settle for a directive or paternalistic management model, but rather a more participatory one.
Recognition of work, which translates into the search for management capable of recognizing and highlighting the involvement of its employees, rewarding efforts made, and above all, implementing successful career plans. Indeed, 51% are dissatisfied with the recognition of work by their superior, 60% are dissatisfied with their career prospects, and 67% with bonus-related rewards.
Career prospects. It is important to note that the Moroccan employee is no longer satisfied with standardized functions that are not able to give them a long-term vision of their evolution. They are career-oriented and find their professional enrichment in this capacity that their company must have to offer them real career plans.
Ultimately, this survey shows that quality of work life is a major element for today's employee. To feel motivated, they must feel listened to and recognized by their management.
It is also important to emphasize that, according to the survey, salary only comes in 9th and 10th position in the key motivational factors.
This survey also revealed the concept of motivation from the point of view of managers. And it appears that the managers surveyed gave their teams a motivation score of 6.3. 78% also believe that by implementing appropriate motivational levers, the atmosphere within teams improves, employees are more willing to commit, and finally, the expected results are more conclusive.
