Differences in Worker Performance and Workplace Efficiency - Essay Example

? Differences in Worker Performance and Workplace Efficiency Differences in Worker Performance and Workplace Efficiency Introduction The workplace isnot a homogenous but a diversified environment with varied subcultures. These subcultures of workers manifest especially when two or more workers belonging to a cultural group work in the same organisation. The workplace has become a melting pot of cultures with many workers coming from other countries (Cultural and Language 2002). Bridging language and cultural barriers help improve the performance of workers (Cultural and Language 2002). Each organisation has a distinct culture that the incorporators or company owners establish at the beginning of the corporate life. Corporate culture is known by new members of the organisation through socialisation (Consideration Changing Organization 2011). Within the group, subcultures exist due to the diversity of workers that join the organisation. Majority of production setup require teamwork and cooperation. Thus, a conflict among workers would affect production output and efficiency. Even in individuals belonging to the same cultural group, personal differences exist due to differences in upbringing and family background. The capacity of workers to perform also hinges on the innate physical, mental and psychological characteristics of the worker. Working within a team is more identified with cooperative behavior rather than performance of a task (Neubert 2004). LePine and Dyne (2001, cited in Neubert 2004) said that the ability to perform a task is more related to the cognitive aspect of the worker rather than to one’s personality. Improving Performance Communication, along with training, is an essential ingredient in motivating employees, according to Herzberg (Effective Communication 2009). It is a process of transmitting information by one person, group, or organisation to another through recognised channels (Baron & Greenberg 1989). An organisation may create communication networks (i.e. recognised communication channels in the formal positions) or may evolve with interpersonal interaction (Reitz 1981). He added that culture determines the channels through which information has to flow. According to Baron and Greenberg (1989), an organisation that supports open communication and expression of ideas will most likely to succeed. Through the proper use of different communication modes and channels, workers feel that they belong to the organisation (Effective Communication 2009). The traditional mode of communication is classified as formal communication and comprises the “formal route” of communication channels followed by employers and employees (Effective Communication 2009). Appraisal interviews are also considered part of the formal communication channels (Effective Communication 2009). Informal communication uses informal or grapevine channels in the transmission of information (Effective Communication 2009). Grapevine transmission may either be useful or harmful for the management (Effective Communication 2009; Grapevine Communication 2010). This type of communication creates an alliance among individuals with common interests (Grapevine Communication 2010), such as members of one cultural group. However, the management may use grapevine channel in disseminating information (Effective Communication 2009). Vertical communication allows flow of information from the management down through the hierarchy of officers (Effective Communication 2009). The flow of information in this system is controlled (Effective Communication 2009). Herzberg and Maslow said that vertical communication has an important role in employee motivation (Effective Communication 2009). In lateral communication, information flows horizontally from one department to another (Effective Communication 2009). This allows other units in the organisation know and understand the objectives and aims of other units (Effective Communication 2009). Relationship occurs within a series of events occurring within a time frame (Wood 1995). Thus, when there is no interaction, the relationship or interconnected events do not occur (Wood 1995). A relationship is created from the action, events and behaviours by a person that elicits corresponding actions and behaviours from another (Wood 1995). There is no relationship when there is no interaction and communication (Wood 1995). Communication is effective when it is able to impact and influence another (Wood 1995). The wellness and well-being of workers in the workplace also influences efficiency of workers (Nirman 2007). When the well-being of workers has been sufficiently met, they tend to work hard and innovate (Nirman 2007). Oppressive work terms and conditions, as well as work environment, affect the productivity of employees. Depressive working conditions may result to absenteeism, refusal to follow instructions, or produce low quality output. Satisfied employees often try to avoid absenteeism (Neubert 2004). Motivation and Motivational Theories Organisations can only utilise motivation if the workers know their roles and duties, their contribution are given recognition, and they are given an opportunity to get involved in the development of the company, product or marketing strategies (Effective Communication 2009). Motivation is interconnected with one’s choice when confronted with a number of alternatives (Owens 1997). Workers perform according to the different motivators that satisfy them. Efficiency and productivity in the workplace were linked by theorists with workers’ motivation and satisfaction of needs. Abraham Maslow’s hierarchy of needs identify the level of needs that an individual must satisfy ahead of the others such as: physiological needs (e.g. food, water, survival needs), security needs (e.g. safety, stability, free from emotional misery), sense of belongingness (e.g. acceptance, friendship), esteem needs (e.g. respect from another), and self-actualisation needs (e.g. self-achievement, expression of one’s potential and capability) (Barnet 2011). The implication of the Maslow theory is that needs in the lower hierarchy, such as job security, must be satisfied first by the organisation before the workers will be motivated to accept higher work responsibilities (Barnet 2011). The Maslow theory though has not been adequately researched vis-a-vis the actual work setting, and therefore has yet to be proven as a viable model in motivation of workers (Barnet 2011). But based upon pragmatic observation and analysis, workers that do not have security of tenure cannot give their total commitment to the employer. Clayton Alderfer reduced to three categories that of Maslow’s theory (ERG Theory 2011; Barnet 2011). While Maslow posited that the needs must be satisfied according to the hierarchy of needs, Alderfer said that the need should be satisfied simultaneously (ERG Theory 2011). There is no need to satisfy the lower needs first before the higher needs will be satisfied (Barnet 2011). The ERG categories of human needs according to Alderfer are the existence needs (e.g. hunger, thirst, sex), relatedness needs (e.g. social esteem and acceptance) and growth needs (e.g. internal self esteem, self actualisation, desire for creativeness and productivity) (ERG Theory 2011). The ERG theory also supports the frustration-regression principle wherein non-satisfaction of higher needs makes workers regress to lower level needs (ERG Theory 2011). Thus, when they are not provided with growth opportunities, they may resort to relatedness needs in the workplace and tend to focus more on socialisation in the workplace (ERG Theory 2011). In the motivator-hygiene theory of Frederick Herzberg, the hygiene factors refer to the lower-level needs of an individual (Barnet 2011). The lower-level needs include sastisfying pay, benefits, and other work related factors that prevent workers from getting dissatisfied (Barnet 2011). According to this theory, satisfaction of the hygiene factors does not motivate workers to strive harder in their work but only when the higher-level needs are met (Barnet 2011). Employees can only be motivated when the management gives them autonomy, an opportunity for more responsibility, recognition and a platform to enhance their skills (Barnet 2011). In Learned Needs Theory of McClelland, people learn their needs (which are the needs for affiliation, power and achievement) from the cultural group that they belong (Barnet 2011). Affiliation refers to the need for social relationship; power refers to the control of environment and influencing others; and achievement comprises the desire to undertake responsibility, set difficult goals, and accept feedback from one’s performance (Barnet 2011). This theory posits that when the needs are strong, they are capable of motivating workers to assume behaviours that would lead to the satisfaction of the needs (Barnet 2011). The management must know the level of these needs that the workers have in order for them to structure the jobs that would lead to need satisfaction (Barnet 2011). In the process (cognitive) theories, motivation results from decision-making process (Barnet 2011). These theories seek to know how behaviour can be energized or affected in a willed and directed cognitive process (Barnet 2011). Included in the process motivation theories are the expectancy theory (choosing work behaviour by worker that would lead to acquisition of expected outcome), reinforcement theory (acquiring behaviour as motivated by rewards), equity theory (comparing rewards received with those of another), and goal-setting theory (use of particular challenging goals in the formation of motivated behaviour) (Barnet 2011). Conclusion Worker efficiency and productivity differ from one person to another. The difference in their performance can be attributed to work environment, management style, communication process, personal capacity (mental, physical, psychological), socio-cultural aspects, etc. From studies conducted, it was found out that workers usually perform better when they are satisfied at work and receive better pay and benefits. An exception may be the workers who are content with the nature of their work regardless of the wage offered. A common trend can be seen in the result of studies as to what motivators will make workers perform better. But it must be recognised that persons differ from each other. And individuals do not react to the same motivator in the same manner. Moreover, social, cultural or religious practices of groups within an organization may hinder them from performing better or producing more output. For instance, praying a number of times during the workday by followers or Islam, or other Christian denominations that prohibit work during Saturdays definitely affect the productivity of workers. The practice would affect their work performance and overall output. In sum, the workplace is an environment with diverse subcultures and practices, various factors must be considered in determining exactly the causes of the inability to accomplish certain tasks by the worker. References Barnet T, 2011. Motivation and Motivation Theory. . [Accessed 6 May 2011]. Baron RA & Greenberg J, 1989. Behavior in organizations: Understanding and managing the human side of work. 3rd edn, Allyn and Bacon, Boston. Cathcart J & Allesandra A, 1984. Relationhip Strategies: How to Deal with the Differences in People. Nightingale-Conant Corporation, Chicago IL. Consideration Changing Organization Cultures, 2011. 12Manage. . [Accessed 6 May 2011]. Cultural and Language Barriers in the Workplace, 2002 February. 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Wood JT, 1995. Relational Communication: Continuity and Change in Personal Relationships. Wadsworth Publishing, Belmont CA. Read More