Motivation and Performance Measurement - Essay Example

? Motivation al affiliation Motivation The most important factor in succeeding in any activity is motivation. Ryan & Deci (2000) indicates that motivation is the drive that inspires employees to persist in the workplace despite the conditions. Motivation, in the context of the workplace can be described as boosting the need within the employees to achieve the goals of the organization. A lot of employers have managed to motivate their workforce through motivation, a factor that led to the achievement of tasks in an effectual manner. This is an interpretation of the fact that organizational goals have been attained with the inclusion of motivational strategies among the employees. In all organizations, it is the responsibility of the managers to ensure that the employees are always motivated through a study of the needs of these employees and organizing them according to the needs of the staff. In this case, therefore, the cases of dissatisfaction among the employees will be minimal since assessment of the needs of the staff are well scrutinized, making the employers have a chance to motivate these employees towards attaining the performance of the entire organization. Moreover, motivation has been accredited for its ability to drive the employees towards goal attainance, by aiding the employees get over the factors that restrained goal achievement (Gerhart, 2005). In light to this argument, motivation can be described as the direction towards setting the pace for goal attainment and completion. If the managers have the need to make their organizations achieve the best, the desire for accomplishment can only be possible if they motivate the employees. However, Herrera (2002) cautions all the managers against applying motivational strategies in the organization prior to consulting the employees on their opinions. In turn, the organization enjoys productive employees, who are self directed towards making tangible decisions regarding the organizational objectives. Studies indicate that employees who are motivated are more enthusiastic and are constantly on the move to ensure that the organization attains the best through dedicated service. These groups of motivated employees must be treated with utmost respect as are the custodians of the organizations. This is emphasized in the work by Holton, Dent & Rabbetts (2009) who argue that employee preparedness cannot be overruled in a discussion of successful organizations. From the research compiled by Panisoara & Panisoara (2006), high-quality performance in organizations is greatly correlated with motivated workers. In the quest to achieve organizational goals, apposite motivation among the employees has led to the employees having the ability to deal with any form of challenges that they may face. This is also linked to the fact that the managers always allocate roles to the employees that are best suited so that they get contented while performing them. An industrial company mainly depends on human labour to achieve its goals. Human labour comprises of about 50 percent of the most valuable assets in these organizations. According to Ramlall (2004), employees in manufacturing companies carry the biggest responsibility on whether the company competes relatively in the market. As almost all companies do, they should try as much as possible to retain their current group of employees. In HS Engineering, the decrease in profits and turnover may be attributed to sloppiness among employees. With multiple operations going on in the company, motivation and rewarding of employees should be the first priority if they have to get back to their profit making ways. In an argument by Schepers, et al., (2005) an organization where the needs of employees are ignored, the turnover and profits rate must be at their lowest levels. Organizations must consider several factors when dealing in employee’s welfare. For instance, the cost of acquiring a new labour workforce in the United Kingdom is very costly. The U.K as a developed country, individuals expect appropriate and better pay to sustain them. This leaves the HS Engineering with no other option than to retain its current labour workforce. In case of the main plant in Leeds, the employee loyalty is not a cause of worry. Apart from loyalty, the staff has been intact for time and the company to lose them will be a great loss. The expertise levels of these employees should be amazing since they have focused in the company in most part of their lives. In the case of Malaysia for example, motivation can applied in the case of rewarding the employees. Rewards have the ability to allow the employees enjoy the fruits of their hard work whilst in the organization. In line to this argument, it is vivid that the employees feel appreciated that their efforts are being appreciated. In return, a great percentage gives their best in the organization, not for remuneration, but for the reason that they are motivated and recognized by their employees (Skemp-Arlt &Toupence, 2007). The HS engineering firm applies this concept whilst motivating its employees. The management endeavoured to devise a strategy that would see all the employees motivated. This commenced by the management organizing the goals that were to be met by the employees and how to categorize the employees based on their ability to perform. With this, the HS engineering firm was better placed to assess performance and determine the kind of rewards to give to the employees after completion of the tasks in the organization. The major performance areas were also identified; thus, the employees were well aware of the areas that they had to shift focus on for attainment of goals. In addition, structuring of the motivation should borrow from the Leeds Company- unlike the Oldham operation- that has enjoyed the loyalty from its employees for a considerable period of time. With good rapport among the employers and employees in the organization, it becomes extremely easy for the management to structure the motivation strategies based on the needs of their employees. Establishment of structures that determine performance measurement is vital in implementation of motivation programs in the workplace, just like in the HS engineering firm. References Gerhart, B., 2005.The importance of pay in employee motivation: discrepancies between what people say and what they do. Human Resources Management, 43 (4) pp. 382. Herrera, F., 2002. Demystifying employee motivation. Employment Relations Today. 28(4) pp. 37–52. Holton, V., Dent, F., & Rabbetts, J., 2009. Motivation and Employee Engagement in the 21st Century: A Survey of management Views, An Ashridge Report, September. Panisoara I.O., & Panisoara, G., 2006. Efficient Motivation. Polirom: Iasi. Ramlall, S., 2004. A Review of Employee Motivation Theories and their Implications for Employee Retention within Organizations. Journal of American Academy of Business, 5 (1) pp. 52. Ryan, M., &Deci E., 2000. Intrinsic and Extrinsic Motivations: Classical Definitions and New Directions, Contemporary Educational Psychology, 25, 54-67. Schepers, et al., 2005. How Are Employees of the Nonprofit Sector Motivated?, Nonprofit Management & Leadership, 16 (2), 191-208. Skemp-Arlt, K., &Toupence, R., 2007.The Administrator's Role in Employee Motivation. Coach and Athletic Director 76 (7) pp. 28. Read More