Literature Review Of Motivation

To make the study more current only those studies were included which were published in the last two decades.In past research papers few dimensions of motivation were used to explain the different models motivation theory which has direct influence on employee motivation.

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Barney and Steven Elias (2010) found that with extrinsic motivation there exist a significant interaction between job stress, flex time, and country of residence.

Leaders know that at the heart of every productive and successful business lies a thriving organizational culture and hardworking people collaborate passionately to produce great results (Gignac and Palmer 2011).

This has examined the multidimensionality of motivation from the existing literature and present a conceptual framework based on it, and it is experienced that various motivation techniques (discussed in this study) are having a positive impact on both employee satisfaction and the quality of performance in the organization; however, the model needs to be validated using quantitative measures.

In order to study the various issues highlighted in this paper related to employee motivation, a large body of literature mainly from different journals have been incorporated.

Ashmos and Duchon (2000) recognizes that employees have both a mind and a spirit and seek to find meaning and purpose in their work, and an aspiration to be part of a community, hence making their jobs worthwhile and motivating them to do at a high level with a view to personal and social development.

The primary objective to write this review is to highlight the flow of motivation and reveals what motivation technique works more efficiently in different stages of life.

Leaders motivate people to follow a participative design of work in which they are responsible and get it together, which make them responsible for their performance. (2013) stated that monetary rewards can be a very powerful determinant of employee motivation and achievement which, in turn, can advance to important returns in terms of firmlevel performance.

Garg and Rastogi (2006) identified the key issues of job design research and practice to motivate employees performance and concluded that a dynamic managerial learning framework is required to enhance employees performance to meet global challenges.

- Motivation Employee performance Motivation techniques The ingredients of motivation lie within all and the internalized drive toward the dominant thought of the moment (Rabby 2001).

Motivation directly links to individual performance that gain to organization performance and as a catalyzer for all individual employees working for an organization to enhance their working performance or to complete task in much better way than they usually do.