Employee Motivation and the FMLA Law

EmployeeMotivation and the FMLA Law

Employeemotivation is an important aspect in the success of any organization.A motivated employee plays a huge role in improving the productivitylevels of a company. In that respect, there exist several factorsthat affect motivation including rewards, organizational climate,leadership styles, work structure among others.


Theleadership technique determines the psychological climate within thecompany. Different organizations have diverse leadership styles thatare mostly guided by the goals and objectives. For instance, in afire department, direct or rather dictatorial technique is mostsuitable. A collegial type of leadership where people respect eachother’s skills and abilities can also motivate employees [ CITATION Bri14 l 1033 ].


Rewardsare a vital aspect of employee motivation. For example, if anemployee is promised better pay or promotion to a higher rank, he/shefeels motivated and performs tasks even better.


Aconducive environment is critical for employee productivity e.g.freedom of expression, proper pay, respect among others [ CITATION Bri14 l 1033 ].


FrederickHerzberg’s theory

Thetheory is classified into two i.e. hygiene factors and motivators.Hygiene factors entail things that motivate on their absence but haveno effect when present. They determine dissatisfaction and includepolicies, security, benefits, interpersonal relationships etc.Presence of motivators motivates employees but absence does not havean impact on dissatisfaction e.g. self-actualization, esteem,belongingness etc [ CITATION bus15 l 1033 ].


Thetheory suggests that only three motivating factors exist with onebeing one’s dominant motivating driver. The dominant driversinclude Achievement, Affiliation and Power. For example, an employeewho sets targets and works to achieve them will do so under his/herown motivation [ CITATION Jam15 l 1033 ].

CognitiveEvaluation theory

Thetheory implies that two systems of motivation exist i.e. intrinsicand extrinsic. Intrinsic include achievement, competence andresponsibility. A good illustration entail, when an employee achievescertain expectations, he/she is bound to be motivated by it.Extrinsic include pay, feedback, promotion etc. They are generallyinfluenced by the external environment. E.g. when a worker is subjectto better pay or even a promotion, he/she gets motivated accordingly[ CITATION Ana15 l 1033 ].

Familyand Medical Leave Act (FMLA)

Thelaw warrants eligible workers to get unpaid leave that isjob-protected for particular medical or family reasons. The eligibleworkers are warranted to

  • Twelve working weeks of leave in a span of 12 months for:

  • Birth of a child

  • Placing a child for adoption

  • Care of spouse, parent, child who has a severe health condition

  • Facts that prove employee’s child, parent or spouse is a covered member of the military

  • Twenty-six working weeks of leave in a span of 12 months to care for a service member with severe illness or injury [ CITATION The15 l 1033 ].

BothJulie and Steven are eligible for FMLA. According to the act, bothare well covered and qualify for the twelve week leave. In Julie’scase, as described in the Act, an employee qualifies for leave ifhe/she places a child for adoption. Additionally, a worker can askfor leave if he/she wants to take care of an adopted child. In thiscase, Julie wants to adopt and take time to familiarize or ratherbond with the child. Thus the reason is genuine enough to warrant aleave [ CITATION USD15 l 1033 ].

InSteven’s case, surgery can be considered as a serious health issueand hence must be afforded leave to deal with the same. According tothe FMLA, a worker qualifies for leave if he/she has a severe healthissue that may prevent performance. Though he may be considered asyoung in the company i.e. has only worked for 7 months, the purposefor leave is genuine enough. Injury to the knee may be interferingwith his performance levels [ CITATION Tho15 l 1033 ].


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