All organizations have competitors in their industry. So, how does a prospective candidate choose the right fit?

Although there are the obvious areas which a candidate should compare, such as the compensation and benefits packages offered by employers, one should also compare the ways management relates with employees. Do they go out of their way to motivate their employees? Do the managers care about the career paths of their employees? Candidates should remember to acknowledge the importance of this topic during the hiring process, and employers should not fail to recognize the importance of employee motivation.

Even successful companies face competition for great employees. All organizations need to realize that there is always room to improve their current staffing strategies. One of the main problems companies seem to have is a lack of motivation within the workplace. It not only affects the company, but it also affects the employees in many ways.

For example, the lack of motivation may explain why some people stay with the same organization for years, why some people decide to join organizations, and why people go out of their way to complete tasks or help their colleagues without being asked to do so (Kinicki & Fugate, 2016, p. 146). An example of employers ignoring employee motivation can be seen in the workplace when an employee’s hard work is not recognized. If an employee has clearly gone above and beyond to complete a task successfully, show him how much their work is appreciated. Some employees may not voice their opinions as well as others do, so beware of ignoring introverts and recognizing only specific employees’ positive actions. Implementing the best strategy for motivation can be difficult because everyone “reacts differently to the same kind of change or action” (Halepota, 2015, p. 14).

If an employee is finding it difficult to find the best career path to follow, do not ignore hidden skills and job experiences that may open new doors for them. In a case like this, management may want to consider job rotation. It is considered to be an excellent tool that increases not only employee motivation, but it also increases commitment and job involvement (Mahalakshmi & Uthayasuriyan, 2015, p. 13). By diversifying an employee’s daily tasks, boredom and fatigue will decrease, and employees will feel as if they are developing their skills. Job rotation will also help develop the workforce to meet the “current and future requirements of the dynamic corporate environment” (Mahalakshmi & Uthayasuriyan, 2015, p. 13).

Promotion and raises are clearly not the only ways to recognize and motivate employees, although they are the best ways to show your appreciation of having them be a part of the organization. Recognize success and find ways to do it effectively. The lack of motivation can cause a company to lose valuable employees if nothing is done to solve this issue. Although it may seem as if each company has its own strategy to increase motivation, consider going through them over again.

Do not be the organization that has employees performing the same job function for many years and eventually start to feel less committed to the job. Attempt to solve the issue before it is too late. Rebuild trust between management and employees. Consider implementing job rotation to increase commitment, job involvement, and employee motivation (Mahalakshmi & Uthayasuriyan, 2015, p. 14). Motivation is important and needs to be increased within a company to avoid possible issues in the future and the loss of valuable candidates and employees to competitors.

Halepota, H. A. (2015). Motivational theories and their application in construction. Cost Engineering, 47(3), 14-18. Retrieved from
Kinicki, A., & Fugate, M. (2016). Organizational behavior: A practical, problem-solving approach plus Connect. McGraw-Hill, ISBN: 9781260082203.
Mahalakshmi, R. R., & Uthayasuriyan, K. (2015). Impact of job rotation on employee commitment and job involvement in banking sector of sivaganga district. CLEAR International Journal of Research in Commerce & Management, 6(8), 12-15. Retrieved from