Promoting Individual and Organizational Performance - Research Proposal Example

INTERNATIONAL MANAGEMENT BEHAVIOR Topic 1: Promoting Individual and Organizational Performance Contents 1. Abstract……………………………………………………………………….2 2. Purpose………………………………………………………………………..2 3. Theories / Literature Review………………………………………………….3 4. Hypotheses……………………………………………………………………7 5. Methodology………………………………………………………………….7 6. Results and Contributions…………………………………………………….8 7. General Critique / Implications……………………………………………….9 8. Meta Cognition………………………………………………………………..9 References…………………………………………………………………….10 1. Abstract This article discusses the key aspects of individual and organizational performance, the need for motivation to achieve expected levels of performance, as well as various factors which influence performance levels both at individual as well as organizational levels and methods used by organizations to enhance performance of employees such as goal setting, providing hospitable environment at workplace, offering incentives and bonuses etc. It also throws light on various theories put forward by researchers such as the co-relation between satisfaction and performance by Herzberg (2005), or the interdependence of factors such as willingness, capacity and opportunity responsible in enhancing or affecting performance by Blumberg and Pringle (1982). Ultimately, the article provides an insightful picture of how performance is dependent on a combination of different factors, by offering theories, equations and past researches as a tool. 2. Purpose The basic underlying aim of this article is to assess and identify the factors which help in enhancing performance both of the individual as well as of the organization and investigate various means by which performance can be enhanced. The study is likely to provide interesting insights regarding the factors which drive performance, the role and significance of culture, and methods that organizations can and must adopt to motivate their employees to perform better. 3. Theories / Literature Review Various theories have been put forward by researchers as well scholars in order to identify the factors which lead to enhanced performance levels. Some of them are discussed in the following section. Definitions Performance: The term performance as defined by Schermerhorn et al, (1982) is “a measure of the quantity and quality of contributions made by an individual or group to the production purposes of the work unit and the organization” Motivation: According to Moorhead and Griffin (1992) the term motivation is defined as “the set factors that cause people to behave in certain ways” Capacity: It refers to the task relevant skills, ability, knowledge and experience possessed by the employees Performance is one of the most crucial elements in the success or the lack thereof of an organization and is directly related to various factors such as individual work behavior, and the extent and quality of contributions made towards achieving the organizational goals. According to researchers several other personal characteristic traits of an individual also contribute towards enhancing organizational performance such as age, gender, required task related skills, as well as knowledge and experience. It is extremely important for employees to have a basic understanding of what is required of them and make necessary contributions accordingly. The management can play a significant role in enhancing performance by adopting liberal job enrichment models such as goal setting, identifying and acknowledging the development and career related aspirations of their employees, and setting up efficient and fair reward system for commending the employees’ efforts towards achievement of organizational objectives. Various theories exist that tend to investigate into the actual factors that drive performance. According to some theorists, performance is driven by motivation and ability to work while some argue that willingness to work is also a significant factor that could affect performance while yet others claim that apart from ability, willingness and motivation, the employees must have adequate opportunity to work in order to be able to give desired levels of performance. The underlying thought in all the theories put forward by various theorists, however, points to a fact that in order to achieve organizational goals and objectives, encouraging and enhancing performance of employees is inevitable. In conclusion, the performance of an individual or an organization is a result of several interdependent variables such as ability, willingness, opportunity, and motivation. Cambell and Prichard, (1976) used the following formula to analyze and explain what constitutes Performance: P = A * M Where P = Performance, A = Ability and M = Motivation According to these authors, performance is the product of both motivation and ability as the absence of either of the two would affect performance. While Bloomberg and Pringle (1982) proposed the following equation to define the same term: P = M * A * O Where P= Performance, M = Motivation, A = Ability and O = Opportunity According to them, motivation and ability alone cannot ensure enhanced performance; the employees must have adequate opportunities to apply their abilities. For instance, if the employees are stuck in a routine job, where they hardly have a chance to display or utilize their true talent one cannot expect adequate levels of performance from them. Thus in order to derive desired levels of performance the management should, along with motivation, set competitive targets which challenges the employees to work to their maximum abilities leading to enhanced performance levels.Another significant theory contributed by Herzberg is the two – factor theory which seeks to establish the correlation between performance and satisfaction whereby both are interdependent and achieving one without the other is highly unlikely. This theory first established the fact that satisfaction drives performance and vice versa while rewards leads to both performance as well as job satisfaction. Past researches suggest that performance is often affected by the false perceptions and myths surrounding an individual’s ability to execute the given task. For instance, according to a report released by the U.S Department of Labor, almost all the top positions in management hierarchy were occupied by men because it was widely believed and accepted that women lack the required initiative and willingness to put in the desired efforts required of their position in such capacities. Such myths were based on the fact that women are reluctant to relocate owing to their domestic responsibilities particularly as a mother, which accounted for their lack of commitment. However such myths were dismissed by another report which traced the lack of commitment, and willingness to work as being a result of lack of job satisfaction and frustration regarding the lack of opportunities. It was further established that a majority of women who left their existing companies was not on account of their lack of willingness to work or progress but in fact it was in order to move to other organizations in search of better opportunities. Similarly another such research that sought to probe the factors that affected performance revealed that motivation through job enrichment activities play a significant role in enhancing employee performance. Several companies were studied as a part of this research which helped in examining the factors that led to increased and improved performance levels. For instance, a large telephone company that relied heavily on autonomy and which persistently pressed for high turnover achieved significant success by restructuring the supervision models by giving employees the desired space and authority to make decisions ultimately leading to improved quality, cost reduction, increased turnover, and low employee absenteeism. Similar results were achieved by a manufacturing company by increasing employee participation in major decision making processes, and allocation of rewards (Ivancevich, Matteson, 1993). The essence of all the theories discussed above is summarized in the following table: Authors Theories Comments / Observation Campbell & Prichard Performance is a product of ability and motivation It can be observed that motivation is the common factor which all the authors agree as being an inevitable part of enhancing performance Bloomberg & Pringle Performance is a product of ability, motivation and Opportunity Herzberg Performance is a combination and interdependence of satisfaction and rewards 4. Hypotheses On the basis of various theories put forward by authors and the past researches conducted in this regard the following hypotheses are developed and designed for the purpose of this study: (i) Job satisfaction is positively related to job enrichment activities and increased performance, reduced absenteeism and increased turnover and (ii) Performance is adversely affected by lack of motivation, lack of opportunities and excessive supervision 5. Methodology The research methodology used here is basic exploratory research which relies on various theories put forward by authors, researchers and theorists as well as a study of historical articles in the form of reports published by credible authorities / organizations. The models and equations presented provide discerning evidence of the basic purpose of the study which is to establish and identify the factors leading to enhanced performance in an organization. The explanations offered by the various authors were helpful in understanding the basic definitions of key terms while the research reports included in the study helped in gaining practical understanding and applicability of the factors discussed in the theories and assessing their credibility. 6. Results & Contributions The study helped looking at the given problem from diverse perspectives and the theories and equations put forward by the contributors provided a sound platform on which further studies could be based. The study succeeded in making significant contributions which are discussed hereunder: The definitions provided by various authors helped in the basic understanding of the factors that together lead to enhanced performances of the employees. A clear understanding of the basic concepts helps in differentiating the myths from realities and hence avoids misinterpretation which might otherwise lead to disastrous results. For instance the clear and concise definitions of the terms ability, capacity and willingness is essential prior to developing models for increasing performance. The theories put forward by contributors such as Campbell and Prichard which linked ability and motivation to enhanced performance, Bloomberg and Pringle who emphasized the importance of opportunity along with ability and motivation as essential elements of performance enhancement, and the two factor theory proposed by Herzberg which linked satisfaction, performance and rewards and claimed them to be interdependent variables in achieving the desired performance levels, provided an excellent backdrop comprising of an interesting interplay of various interdependent variables, against which the study can be examined, analyzed and proved. 7. General Critique / Implications The data provided in the study mostly comprised of exploratory research whereby contributions of various noted authors and theorists were studied against the past research conducted along the same lines. Although the data collected comprised of invaluable contributions which did consist of a myriad combination of interesting ideas and thought, the credibility of the claims and propositions made would have increased immensely with the inclusion of statistical facts such as percentage of organizations that reported an increase / decrease in employee participation / performance on account of application of various models, suggested in the theories. The negative consequences of lack of motivation or job enrichment models could also have been presented in a statistical form to generate a fair idea of the claims made in the study. 8. Meta Cognition This article talks about the factors such as ability, motivation, willingness, capacity etc that could lead to improving performance of employees and all the theories discussed in the study emphasize on methods to improve performance. However it is silent on other essential aspects that could affect performance such as “What is the contribution and role of management, cultural aspects, role of workplace environment etc in improving performance?” and “Can training and development of employees help in enhancing performance levels?” References Campbell, J. P., Pritchard, R. D., (1976). Motivation Theory in Industrial and Organizational Psychology, Handbook of Industrial and Organizational Psychology, Chicago, Rand McNally, Pp.64 Griffin, R.W., Moorhead, G., (1992). Organizational Behavior, Boston, Houghton Miffin Company, Pp.714, 715 Blumberg, M., Pringle, C. D., (1982). The Missing Opportunity in Organizational Research: Some Implications for a Theory of Work Performance, Academy of Management Review, Pp.560 - 569 Ivancevich, J., Matteson, M. T., (1993). Organizational Behavior and Management, Boston, Irwin, Pp. 139, 147 Read More