This paper analyzes empirically the relationship between Working condition, compensation, job security, performance-measurement, training and

development, Recognition with Motivation of an employee. Economic and psychological theories predict that the design and implementation of a performance measurement and compensation system affect the motivation of employees. Our survey results demonstrate a positive relationship between the perceived characteristics of the complete compensation system and extrinsic motivation. Intrinsic motivation is not affected by the design of monetary compensation, but by promotion opportunities. The compensation system also significantly affects work satisfaction and turnover intent. Our results have both managerial as well as policy implications.

Results: 40 articles are included in this integrative literature review. The literature focuses on how job-characteristics, employee-characteristic, practices of the management and the influence of environmental factors affecting employees motivation. Research that links employees motivation is both based on qualitative and quantitative studies. This literature unfolds the broad support of motivation concepts in organizations. Both editorial and theoretical literature confirms motivation concepts as being central to employees. Job- characteristics, management practices and the employee-characteristics and broader environmental factors are the key variables influence employees motivation in organization

:LITERATURE REVIEW: 2.1. Background to Motivation (S. P. Robbins, 2012) has defined motivation as the processes that accounts for an individuals intensity direction and persistence of effort towards attaining a goal. According to Young (2000) motivation is the driving force that controls the level of efforts, direction of execution and persistence of work. Include other two three definations 2.2. Maslows hierarchy need theory (1943) Maslows hierarchy need theory (Maslow, 1943) suggests hierarchical need based motivation, the commonly agreed fact is that the strongest motivator of people at work is money. However, money cannot be the only motivator important for employees at times. The factors such as participation, involvement and the feeling of being recognized and appreciated and valued by the management and peers seem to be more important for keeping the employees motivated (Laurie, 2007, p. 255). According to Needham (1999, p.

272), Maslows hierarchy need theory is too rigid as different individuals may have needs and priorities. In addition, they may have different motivators to influence their performance. 2.3. Herzbergs two factor theory Frederick Herzbergs two factor theory (motivation and hygiene factors) postulates that employees are motivated by two sets of factors- motivation and hygiene. The motivation factors including achievement, recognition, participation, involvement, delegation, autonomy and other intrinsic aspects when fulfilled generate motivation in the employees. Contrary to this, when Herzbergs hygiene factors such as salary, working conditions, policies and administration are not properly fulfilled or not managed well lead to dissatisfaction in the employees (Saiyadain, 2009, p. 158). According to John (2007, p. 41), a lot of responsibility for handling motivation issues of employees rests on the shoulders of the organizations leaders. Although it is difficult for them to directly overlook the motivation of individual employees, it must be an important area for managers to deal with so as to manage the motivation of employees in direction of performance and better results. 2.4. Locke and Lathams Goal Setting Theory Locke and Latham, 1994 (Cited in: ONeil and Drillings (1994) in their study have found evidence that the individual performance goals as powerful motivator. In their Goal Setting Theory, Locke and Latham (1990) propounded that simplest reasons behind some individuals performing better is their different performance goals and objectives and their actions are driven and controlled by those goals. That is what helps them perform better than others. Greenberg and Baron (2003) have linked motivation with performance by defining motivation as a process that directs behaviour towards achieving goals and objectives. Goal setting and feedback have been considered to be critical elements of a successful performance appraisal program; which help to generate motivation required by employees for job performance (Earley et al., 1990; Neubert, 1998 and Fletcher, 2001). Furthermore, Kavanagh et al. (2007) believes that positive performance results result in positive performance evaluation which leads to better reactions towards performance appraisal of employees. It is essential to notice that when the employees are motivated in the right manner, they will be more willing to be committed to achieve objectives set for them by their organization. It is also important that the organizations adapt their functions and culture according to the changing needs of the employees in the present era of globalization because it is only then employees needs can be understood and satisfied and they can be kept motivated and dedicated towards organization (McShane & Von Glinow, 2003, p. 132). 2.5. Linking motivation and employee learning

Bandura (1991, p. 158) in his definition of motivation has combined motivation and cognition perspectives. Motivation has been described in terms of intensity of efforts and persistence of exertion. Simon (1967, p. 29) believes that motivation can affect the individuals learning and result in permanent change in behaviour. Also motivation leads an individual towards performance and results into learning. According to Atkinson & Raynor (1974) motivation directly impacts the level of persistence in an individual and highly motivated learners tend to be more involved in the learning process than lesser motivated learners. This learning results into better performance and vice-versa. 2.6. Employee performance Employees performance on job has been defined solely as the employees behaviour that is consistent with the goals and objectives of organization (Campbell, 1990). Motowidlo (1993) have considered job performance as the behaviour which can be evaluated in terms of its contribution to improving the organizational effectiveness. Viswesvaran & Ones (2000) proposes employees performance as behaviour in which employees involve and that is linked with the objectives of organization. According to Viswesvaran et al. (1996) there are several motivational factors (variables) that must be considered prior to evaluating the performance of employee. 2.7. Relationship between motivation and performance Pulakos (2009, p. 100-105) has addressed the vital importance of performance management systems in place within a work environment of an organization. It is essential that both managers and employees are motivated towards achieving the desired levels of performance. Only an effective performance management system is unlikely to induce higher performances. It is critical to support it with determination and interest from employers and employees (Cokins, 2009, p. 10). Lee & Bruvold (2003) suggest the need for management to invest in the development of employees as it helps to maintain and develop the level of skills, knowledge and abilities (SKAs) of employees and business organization. It refers to the personal development and self-actualization needs of the employees as a tool to manage and promote motivation for effective performance from employees and share their contributions with the organization they work for. The researches by Gagne et al (1997) and Richer et al (2002) have established the positive correlation between the fulfillment of employee needs and their intrinsic motivation. Moreover the studies by Gagne & Deci (2005) support the positive relationship between autonomic work environment and intrinsic motivation which helps to enhance the performance of employees. Kuvaas (2006, 2007) and Piccolo & Colquitt (2006) have

considered intrinsic motivation as an indicator of task performance at job. Recent study by Grant (2008) reveals the strong linkage between intrinsic motivation and persistence, productivity and performance. The studies by Fagbemi (1990) and Latham & Pinder (2005) indicate the direct and strong association between motivation and job performance and therefore reflect the organizations management to identify the most motivating factors and leverage with them to increase the motivation of employees and thus performance. If the management is aware what motivates their employees best, they can utilize the knowledge and create motivational programs, performance appraisals and performance management systems in place. When the employees are not properly or adequately motivated, there are chances of failure to achieve the goals which can cause a decline in their self-efficacy (Ordonez et al. 2009), however there are no reporting that higher self-efficacy in employees affects the achievement or failure to reach goals (Bandura, 1997). 2.8. Importance of Motivation for Service based firms In the particular context of service based organizations, quality of service is a decisive factor that impacts the competitive advantage. In relation to the Resource based view (RBV) of a firm, employee motivation can significantly influence the quality of service (Hays & Hill, 1999). According to Ziethaml, Parasuraman and Berry (1990), perceptions of customers regarding quality are largely shaped by employee related factors such as empathy and responsiveness and the way the employees feel and behave certainly transfers on to the service provided by them (Bowen and Lawler, 1992). Therefore, it is logical to assume that if the employees are motivated enough, they will perform well and deliver better service and therefore help the organization achieve competitive advantage. Waldham (1994) says that leadership system followed by a business organization and the job characteristics of employees. Motivation and vision influence the organizational learning and learning influences the motivation and vision of employees in return. 2.9. Motivators- External and Internal The stimulating work environment in an organization exists when the objectives are clear, the standards are high and the employees are provided with ample training and development opportunities along with a fair and healthy reward management plan paired up with excellent leadership and favourable work climate (Capozzoli, 1998). Helminger (1997) also throws light on the continuing effect of motivational factors. The effects of external motivators such as incentives might be counterproductive and (or) ephemeral. Therefore he calls for concentrating on internal motivators as well. Zimmer

(1998) argues in favour of management implementing motivational environment with variables such as team working, social interaction and performance appraisal and employee appreciation platform. Robbins & Coulter (1996) have suggested that employees can be motivated and kept motivated by designing jobs that are motivating for them. This can be suitably done through job enlargement (expanding the responsibilities within a particular job profile), job enrichment (increasing the quality of work involves in a job) and job rotation (switching different jobs for different employees and assigning best person at best position within an organization)