Managing people

and performance
in organizations
Changing motivational needs of
employees and its impact on
organisation in recent times

Presented by
Group 12
Mitali Bhandari 2211107
Chirag Gupta 2211085
Prince Kumar 2211102
Burudi Rajesh 2211084
Abhishek Kumar 2211099
Contents
Project objective........................................................................................................................2
Primary and secondary data sources.........................................................................................3
Motivation needs in the 1990s vs that of GenZ[1]....................................................................3
Motivational theories to be applied..........................................................................................3
Great resignation.......................................................................................................................4
Examples of organization adaptating to evolving motivational needs......................................4
Quantitative Analysis.................................................................................................................4
Plan for final ppt.........................................................................................................................5
References..................................................................................................................................5
Project objective
The objective of this project is to understand how the motivational needs of employees and
self-employed people have evolved over the years and what could be the reasons for the shift.
The project will include the contrast between the motivations of genZ and millennials.
Furthermore, the study also includes the reasons behind the great resignation and try evaluate
how modern organisations handled the situation. At last, we will study how organisations
have evolved to accommodate the changing needs of employees and how the overall
compensation offered incorporates various ways to meet the expectations of their
stakeholders. We will limit our scope of study to Indian employees.

Primary and secondary data sources

 Primary data source – We would be interviewing people born around 1970s and
people born around 1990s
 Secondary data source – Glassdoor website, HBR articles related to motivational
needs

Motivation needs in the 1990s vs that of GenZ[1]

To understand the motivational needs of employees, data collection would be done through
both primary and secondary sources in the context of workplaces. To understand the
changing motivational need with time, interviews would be conducted with employees of
different generations. We would be interviewing people born around 1970s and people born
around 1990s. This will help us to know what earlier drivers were to take up certain job and
how those drivers have changed over time. Motivation can lead people to work in different
sector, we would try to ascertain those motivational factors and would dig deeper to
understand the reasoning behind those factors.
We will also collect data through secondary sources such as Glassdoor website and various
articles and try to see if there is a pattern in motivational needs to join a particular
organization. These data collection would help us analyse the motivational needs of people of
different background, generation, demography. Then we would be better able to understand
the organizational policy changes to cater these motivational needs of employees.

Person Background Generation Motivational Reason of Shift in need

need Motivation
Subject 1 Entrepreneur Gen Z Independence Wanted to do Recognition +
something of Independence
his own
Subject 2 Service Gen X Physiological Pride in Esteem
needs, Safety serving nation
needs
Table 1 : Data collected from the interviews

Motivational theories to be applied

To check whether our data makes sense in the light of existing theories of motivation we will
be looking at a couple of them and see how the changes in the needs of the employees are
captured when applied to them. We will first look at the need-based theories like the
Maslow’s Hierarchy of Needs and the Two-Factor Theory by Frederick Herzberg[2]. We
will be looking at how the employees of a similar age have different needs in 1970s and the
2020s. We will then look at how some employees have changed their needs over time by
looking at the Acquired-Needs Theory by David McClelland. We are using these theories as
they have received widespread support in literature and practical settings.
To cover all bases, we will take a look at one process-based theory, Expectancy Theory and
see how each of those factors have evolved over time. We will focus on the newer ways of
motivating the employees like ESOPs and other employee well-being initiatives undertaken
by the organisation.

Great resignation
Covid sparked great resignation in India which led to high attrition rates across organizations.
The major reasons cited by researchers were the realization amongst employees of what they
want from their jobs. Employees started prioritizing work-life balance and flexibility over
stability. Better recognition, strong relationships with peers, and a more accommodative
corporate culture became the new important metrics while evaluating job opportunities. Both
employees and organizations realized that mental health and well-being should be the
priority[3,4,5].

Examples of organization adaptating to evolving motivational needs

The motivational needs of employees are evolving over time. The major reason behind these
changes is the need for higher job satisfaction, which is derived from factors such as flexible
working, demand for optimum work-life balance, and more responsibility & growth in the
roles. Our project will cover how organizations are evolving to adapt to these needs.

To accommodate employee demands, many firms have implemented flexible working

arrangements. Agile working methods, in which the individual has real control over their
working style, are gaining popularity. In order to receive the highest output from employees,
organisations are transitioning from being strict employers to being flexible networks.

We will also research about newer ways of rewarding employees based on their motivation
needs and how customised these pay structures can be. In addition to other individualized
perks like employee health insurance and greater career progression prospects, ESOPs
(Employee Stock Ownership Plans) is a key factor in luring and retaining top people. Start-
ups have discovered that ESOPs are a compelling incentive for joining a company in addition
to the in-hand compensation. Job rotations and enhancement prospects are incorporated in job
roles to address the career growth needs of the employees [6,7].

Quantitative Analysis
As much as qualitative analysis is important, we feel that to effectively back our claims and
results we should also do quantitative analysis. To go about this we will float a survey in
which we will ask the respondents to rank their needs and compare statistically whether the
needs of the employees have changed over time. Table 1 below shows all the factors that we
will be looking at [8],
Plan for final ppt
Our presentation will cover the following points:
 Introduction to motivation and different types of motivational needs
 Evaluation of difference in motivational needs of GenZ and millennials based on data
collected by primary interviews
 Evolution of motivational needs over time
 Relevance of motivational theories based on data collected and identifying the
deviations
 Acceleration of evolving needs due to Covid
 Modern organizational initiatives to accommodate the motivational needs of
employees
 Risks associated with newer ways perks and compensation structures
 Key takeaways and recommendations

References
1. Mahapatra, G.P., Bhullar, N. and Gupta, P., 2022. Gen Z: An Emerging Phenomenon.  NHRD
Network Journal, 15(2), pp.246-256.
2. Dobre, O.I., 2013. Employee motivation and organizational performance.  Review of applied
socio-economic research, 5(1)
3. Wolor, C.W., Susita, D. and Martono, S., 2020. How to maintain employee motivation amid
the covid-19 virus pandemic. International Journal of Economics & Business Administration
(IJEBA), 8(4), pp.78-86
4. https://www.bcg.com/capabilities/people-strategy/future-of-work
5. Jiskrova, G.K., 2022. Impact of COVID-19 pandemic on the workforce: from psychological
distress to the Great Resignation. J Epidemiol Community Health, 76(6), pp.525-526
6. Solomon, O., Hashim, N.H., Mehdi, B.T.Z. and Ajagbe, A.M., 2012. Employee motivation and
organizational performance in multinational companies: a study of Cadbury Nigeria
Plc. International Journal of Research in Management and Technology , 2(3), pp.303-312
7. Nohria, N., Groysberg, B. and Lee, L.E., 2008. Employee motivation.  Harvard business
review, 86(7/8), pp.78-84
8. Ahmed, S., Islam, R. and Al Asheq, A., Analysis of employee motivation in the service and
manufacturing organisations: the case of a developing economy.