Introduction to Motivation 

Employers often look for qualified, loyal and motivated employees for their organizations moreover education and training are the greatest investment in the development of human capital (Lotko et al, 2016). Security of Employment, the quality of the working environment and work life balance (Armstrong, 2008). Opportunities of employment are shared equally, learning and development for the individual, the employees often look to respect the employees of the organization regardless of the management hierarchy and employees wants to be protected from harmful activities such as bullying, harassment and discrimination (Armstrong, 2010). Employee expectation plays are key role as to whether they are spoken or unspoken, met or unmet, expectations a have a significant effect on the thoughts, behavior and the feeling of the employee, moreover these expectations will have a direct impact on the driving attitudes in meeting the business objective furthermore in a typical work environment there are certain expectations that are clearly understood by both the employer and employee (Amu et al, 2005). 

The employee and employer relationship in the workplace is contractual expectations where employee expects the outcome of the work related activities to meet the needs of the organization till retirement and on the other hand the employer presumes loyalty and hard work till retirement (Ayinla, 2006). During a work employment situation of any organization there are a set of expectations that are noticeably understood by both employer and employee moreover these expectations could be visible, expressed or implied furthermore when breaking down the aspects, visible expectations include salary, working hours, duties, responsibilities then rules and regulations which are intended to bond the relationship and interaction between the employer and employee with cumulative effect on the level of job satisfaction and labour turnover (Adeoye, 2005). The expressed and implied expectations are the other set of expectations that are closely associated with the respective individual’s level of experience and idea of work that often go unspoken or unacknowledged which could lead to miscommunication and misunderstanding (Adeoye and Williams, 2007).

Video 1: what is an expectation?

Source: Tedxyouth (2014).

Reference

Adeoye, A. A. (2005). The Art of Managing Business and People in Nigeria. Petman Enterprises Ltd. Somolu Lagos.

Adeoye, A. A., & Williams, S. J. (2007). Human Resources at Work; A new dimension in Business Organisation. Lagos: Peacock Publishing.

Amu, O.O., Adeoye, O.A. and Faluyi, S.O., 2005. Effects of incidental factors on the completion time of projects in selected Nigerian cities. Journal of Applied Sciences, 5, pp.144-146.

Armstrong, M. (2008). Strategic Human Resource Management-A Guide to Action 4th Ed. Kogan Page Publishers.

Armstrong, M. (2010). Armstrong's essential human resource management practice: A guide to people management. Kogan Page Publishers.

Ayinla. (2006). Strategic Human Resource Management, A Process Approach. Mulink Publishing House, Lagos.

Lotko, M., Razgale, I. and Vilka, L (2016). Mutual expectations of employers and employees as a factor affecting employability. The European Journal of Social & Behavioural Sciences, 17(3), pp.2241-2245.

Tedxyouth (2014) What is an expectation?: Mark Kingwell at TEDxInstitutLeRosey [Online]. Available at: https://www.youtube.com/watch?v=qHc_0fhN bQ0 [Accessed on 10th November 2019].

Employers Expectation

The expectations of the employers are static and stable across the entire organization furthermore the set of expectation of the employers are clearly dealt with the company handbooks, clear job description, work schedules, rules and job standards; which are needed to run the organization smoothly and profitable, even though the work expectation of the employers are clear, the expectations of the employees are not static or stable since work expectations is a function of many variables such as personality, work experience, culture (Okwonsor, 2007). In addition employers have a different impression where they have overly high expectations on the employees including management experience, excellent grades, superior presentation and communication skills (Perrone and Vickers, 2003). In addition the employer expects the employee to hold certain skills and experience moreover employability should be observed from several aspects which include mutual employer-employee relationship which could be understood in terms of expectation, furthermore these expectation comprise the responsibility of employers to offer facilities that improve the individual worker’s employability and on the other hand employees are expected to be ready and capable of using these facilities and to take responsibility (Thijssen et al, 2008).

Furthermore in organizations people emphasize and act according to their value preferences and show how the employees prioritize activities moreover these proofs help mark the differences between the state and the private sectors in addition the work culture in an organization is reflected to significantly affect organizational efficiency where the work culture is affected by internal and external factors and the work culture consists of all factors including the employees’ views, values, behavior models and assumptions (An et al, 2011). The expectations of the employers are identified as the respective individuals or personal factors as honesty, fairness, reliability, the desire to work, positive attitude towards work, responsibility, self-discipline, carefulness and self-motivation (McQuaid & Lindsay, 2005). The traits of the young employees that the employer expects of the new recruit should be knowledgeable, smart, motivated to learn, possess good communication skills, good team-work skills, able to work under stress, display initiative as well as high level of tolerance (Knight and Yorke, 2003).

Video 2: Employers expectation 

Source: South Eastern Technical College (2013).

Reference

An, J.Y., Yom, Y.H. and Ruggiero, J.S (2011). Organizational culture, quality of work life, and organizational effectiveness in Korean university hospitals. Journal of Transcultural Nursing, 22(1), pp.21-29.

Knight, P. and Yorke, M., 2003. Assessment, learning and employability. McGraw-Hill Education (UK).

McQuaid, R.W. and Lindsay, C (2005). The concept of employability. Urban studies, 42(2), pp.182-204.

Okwonzor, K. P. (2007). Human Resources Management in Action. Abeokuta: Afamt Printing Press Ltd.

Perrone, L. and Vickers, M.H (2003). Life after graduation as a “very uncomfortable world”: An Australian case study. Education Training, 45(2), pp.45-63.

South Eastern Technical College (2013).What Employers expect from Employees [Online]. Available at: https://www.youtube.com/watch?v=1ydULOJTP14 [Accessed on 10th November 2019].

Thijssen, J.G., Van der Heijden, B.I. and Rocco, T.S., (2008). Toward the employability—link model: current employment transition to future employment perspectives. Human Resource Development Review, 7(2), pp.165-183.

Employees Expectation

Employees have expectation which is pivotal for the source of employees motivation, attitudes, feeling and behaviors therefore if the expectations are met then the performance of the employees increases which is a benefit for the organization furthermore employees have expectation for career growth in addition the employer’s organization expectation should be matched (Oginni et al, 2018). Employers often face employee’s problems which will directly impact on the organization such as productivity, issues of morale, poor performance (Plump, 2010). Furthermore employees expectation where the psychological contract developed from the promises made by the employer during the employment relationship and how well these promises are met in a given context (Rousseau & Schalk, 2000). Furthermore, a legal contract formally represent the employee's and employer's relationship and the psychological contract which is a mutual understanding between the employer and employee, comprises intangible actions expectations and understandings therefore due to the relationship there could be set of promises that are exchanged between employees, managers and co-workers moreover these contracts are assumed and unspoken in addition these assumption are rarely written down, but these  understandings can have a heavy impact on an employee’s motivation and performance (Sharma and Thakur, 2016).

Video 3: Employee expectation

Source: Tiayon (2017).

The expectations of the employees are the event people consider that are likely to happen within their duration as an employee in a certain organization, eventually now or in the future furthermore, each of the individual will have a different level of expectation and this is deeply rooted in individual differences moreover which is as a result of family background, perception, situation, environment and peers influence (Balogun, 2004). Collectively out of the fundamentals involved in the worker expectations, salary and benefits are obvious compensations that an employee expects from the employer however, there are a set of immaterial things that can provide job satisfaction (Williams, 2009). In addition, the expectation of the employees have a powerful impact on the emotions, behaviors and the employee’s performances which is deeply rooted in communication of work expectations to new and existing employees of the organization as many of these expectations are not written anywhere therefore giving possibility for assumptions and fabrication of imaginations (Oginni et al, 2018). Moreover, employees that have a clearly defined and well communicated expectations benefit greater job satisfaction than those whose expectation go unspoken or unrealized (Ayinla, 2006).

The set of work expectation from the employees are comprehensive however there is still a deviation of the common level of expectations that provided a leverage to match the employee’s expectation with that of the employers therefore this will enable the two parties to work cooperatively in order for the employees to obtain job security, training and development, welfare package, safety in workplace, loyalty, honesty and punctuality furthermore once the work expectations are met there could be other forms of work expectations might come up mainly in the developing countries which would therefore determine the developing trends of activities in the organization with respect to expectations from employees and employers (Momud, 2010). In addition, the basic work expectations by employer and employee will open the door to mutual understanding which will identify their expectations and discover which expectations they consider most important, get feedback on how to communicate their expectations to others, take steps to get their expectations met and will enable to adjust their expectations when appropriate improve their outlook and enhance their attitude toward work, enjoy the benefits of increased job satisfaction and improved performance (Oginni et al, 2018).

Reference

Ayinla. (2006). Strategic Human Resource Management, A Process Approach. Mulink Publishing House, Lagos.

Balogun, S. K. (2004). Fundamentals of Human Resources Management (3rd ed.). Alakia, Ibadan: Adeoloja Press.

Momud, I. K. (2010). Human capital management in the 21st century; A Practical Approach. Lagos: Lafgay Publishing.

Oginni, B.O., Dunmade, E.O. and Cecilia, O.A., 2018. The Role of Employee’s Work Expectations in Job Satisfaction and Labour Turnover in the Service Industry: A Case of Selected Organisations in Lagos, Ogun and Oyo States Nigeria.

Plump, C.M. (2010) Dealing with problem employees: A legal guide for employers. Business Horizons, 53(6), pp.567-594.

Rousseau, D. and Schalk, R. eds., 2000. Psychological contracts in employment: Cross-national perspectives. Sage.

Sharma, A., & Thakur, KE (2016). Counterproductive Work Behavior: The Role of Psychological Contract Violation. International Journal of Multidisciplinary Approach & Studies, 3(1), 11-24.

Tiayon, S (2017) Employee expectation [Online]. Available at: https://www.youtube.com/watch?v=rcmp9iE_1Tw [Accessed on 10th November 2019].

Williams, S. J. (2009). A Study of Workplace Motivation and Labour Turnover in the Public Sector of Nigerian Economy. Journal of Business Management and Economics, 6(5), 34-41.

Maslow’s hierarchy of needs

Maslow's hierarchy of needs is a theory in psychology expected by Abraham Maslow in his 1943 paper "A Theory of Human Motivation", moreover currently Maslow’s hierarchy of needs theory remains relevant in every sector of our business today furthermore the low order needs which are the psychological and safety needs could be associated with the organizational culture also when there is a new organization form they need to pass through this lower order stage in which they struggle with their basic survival needs and at the third level is the social needs would be the formation of organized roles within the organization and the bonding between the coworkers once the social needs are accomplished which leads to the positive interaction of organizational culture and human resource management would result in self-esteem and self-actualization which is demonstrated through the employees performance that illustrates the strength and reliability of their organization (Jerome, 2013).

Figure 1: Maslow’s hierarchy of needs 

Source: McLeod, (2007)

Physiological needs are the basic needs that are required for human survival, this is the initial stage in Maslow’s hierarchy of needs, such as food, air, water and shelter furthermore according to Maslow the organization must provide employees with a decent salary to afford adequate living conditions (Lam and Tang, 2003). The Basic level of physiological needs that should be addressed is wages furthermore once the employees are fairly paid, they will not spend inordinate amount of time thinking about their salaries (Maslow, 2000).

Safety needs are the next set of needs that needs to be fulfilled according to Maslow’s hierarchy of needs these need are such as job security, secure working environment. Provision of necessary opportunities of learning, training and development, job security, promotions all lead to a positive physiological contract (Armstrong, 2010).   

Social needs are the third set of needs according to Maslow’s hierarchy of needs moreover these set of needs are activated once the safety needs are been met. Social needs are affiliated that the needed to be loved and accepted by the people (Jerome, 2013). In addition when refer to the organization context these needs should be fulfilled by encouraging the employees to participate in social events and the bond between the coworkers (Zameer et al, 2014).

Esteem needs are the fourth set of needs that needs to be accomplished once the social needs are met, it include the need of self-respect, confidence and recognize achievements. If the employees decisions, ideas and concepts are not taken into account, then the involvement of the employee disappears and they feel misunderstood and unappreciated (Benson and Dundis, 2003).

Self-actualization this is the last level of Maslow’s hierarchy of needs, this is where the individual has reached his/hers fullest potential moreover self-actualized employees are added value to the organization (Kaur, 2013).

Video 4: Maslow’s hierarchy of needs 

Source: The School of Life (2019).

Reference 

Armstrong, M. (2010). Armstrong's essential human resource management practice: A guide to people management. Kogan Page Publishers.

Benson, S.G. and Dundis, S.P.(2003). Understanding and motivating health care employees: integrating Maslow's hierarchy of needs, training and technology. Journal of nursing management, 11(5), pp.310-305.

Jerome, N (2013). Application of the Maslow’s hierarchy of need theory; impacts and implications on organizational culture, human resource and employee’s performance. International Journal of Business and Management Invention, 2(3), pp.23-33.

Kaur, A. (2013). Maslow’s need hierarchy theory: Applications and criticisms. Global Journal of Management and Business Studies, 3(10), pp.1061-1062.

Lam, S. and Tang, C. (2003) Motivation of survey employees in construction projects. Journal of geospatial engineering, 5(1), pp.61-62.

McLeod, S., 2007. Maslow's hierarchy of needs. Simply Psychology, 1.

Stephens, D.C.(ed), (2000). The Maslow business reader. John Wiley & Sons.

The School of Life (2019) Why Maslow's Hierarchy of Needs Matters [Online]. Available at: https://www.youtube.com/watch?v=L0PKWTta7lU [Accessed on 10th November 2019].

Zameer, H., Ali, S., Nisar, W. and Amir, M (2014) The impact of the motivation on the employee’s performance in beverage industry of Pakistan. International Journal of Academic Research in Accounting, Finance and Management Sciences, 4(1), pp.283-290.

Application of the Maslow’s hierarchy of needs and

Psychological Contract 

Practical approach on employees and employer’s expectation and how Maslow’s hierarchy of needs are fulfilled in the organization. Maslow’s Hierarchy of needs shall be compared with E-W Information Systems Limited on how they fulfill the needs of the employees; Physiological needs which are the basic needs are fulfilled since a decent salary is being paid for the employees then the next set of needs are the safety needs, where after a probation period of six months the employee become a permanent employee therefore the burden of losing the job is fulfilled furthermore Social needs of the Maslow’s hierarchy of needs are addressed by a cooperative and good working relationship within the organization, in addition the esteem needs are fulfilled by vehicles, fuel and vehicle maintenance allowances for the executive management level.        

The expectation of the employees are to fulfil their needs and to climb Maslow’s hierarchy of needs and the expectation of the employers are static and stable. It is recommended that the management of the organization during the recruitment process to understand the work expectations of the employee and analyze the whether the candidate is suitable for the job role is given to the employee. The expectation of the organization and the facilities offered by the information and communication technologies makes it necessary in changing teaching practices (Oluwayemi, 2018). Recommendation in improving the expectations of the employees through Maslow’s Hierarchy of Needs, when taking in to account the real world context and how E-W Information Systems should improve, when taking into account Physiological needs employees, although employee obtain a salary end of each month, they too have money urgencies therefore it is recommended to provide a salary advance during the middle of the month. Safety needs it’s recommended to train and develop the employees which will enable a skilled and motivate workforce (Armstrong, 2010). When an individual or group of individuals reach Esteem needs the executive management should be given motor cars where the loan will be paid by the company.

The psychological contract could be defined as the unwritten reciprocal expectations, implicit contract, perceptions and beliefs moreover the psychological contract offers a framework for monitoring employee attitudes and importance on those scopes that can be shown to influence performance furthermore, psychological contracts are an individual’s trusts that the employees owe certain attributes toward the employer such as loyalty, hard work and sacrifice in return for high pay, job security (Savarimuthu and Rachael, 2017). The psychological contract is the belief that the crucial expectation of the employees is stability in job security and better working environment in return for their input to the organization (Sarantinos, 2007). The continuation of the psychological contract is by to which extend the beliefs, values, expectations and aspirations are recognized and achieved or violated which will determine the trust that exists within the relationship within the employee and employer (Middlemiss, 2011). 

Video 5: Psychological Contract 

Source: Gregg learning (2019).

Reference

Armstrong, M. (2010). Armstrong's essential human resource management practice: A guide to people management. Kogan Page Publishers.

Gregg learning (2019) Psychological Contract [Online]. Available at: https://www.youtube.com/watch?v=Q29LKjk74k4 [Accessed on 11th November 2019].

Middlemiss, S., (2011). The psychological contract and implied contractual terms: Synchronous or asynchronous models?. International Journal of Law and Management, 53(1), pp.32-50.

Oluwayemi, O.B., Olaniyi, D.E. and Cecilia, O.A. (2018) The Role of Employee’s Work Expectations in Job Satisfaction and Labour Turnover in the Service Industry: A Case of Selected Organisations in Lagos, Ogun and Oyo States Nigeria. World Journal of Business and Management, 4(1), pp.3-7.

Savarimuthu, A. and Rachael, A.J., (2017). PSYCHOLOGICAL CONTRACT-A CONCEPTUAL FRAMEWORK. International Journal of Management (IJM), 8(5).

Sarantinos, V., (2007). The psychological contract and small firms: a literature review. Kingston Business School, Kingston University.