Effects of Motivation on Performance - Literature review Example

Effects Of Motivation On Performance Your name Course name Course Instructor Date of Submission Effects Of Motivation On Performance Motivation can be defined as a force that drives people to do things. Workers are usually enthused by the organisation so that to achieve their needs, whatever they may take or include.Incentive is something that is in another person’s head and heart. It may be extrinsic or instrinic. Therefore, employees of the organisation are motivated if they relate certain incentives with an activity of the job (Campbell, 2007, p.39). According to Campbell (2007, 43), supervision is an characteristic of instantaneous work on the company, with important implications for motivation. This is a very vital factor in motivational practice. When an individuals wants to participate, combined decision making among surpervisors and subordinate throughout the group job, company level or program.Horwitz approach, state that “A exigent work situation and support of the top organization is an incredibly high motivator in an organisation. He also state that, flexible job practice such as flexi-time which do not assure the incentive. The unsuccessful practice may tend to develop into potential dissatifiers and may not encourage essentially. Campbell (2007, p.48), a highly pay package that is competitive, with performance incentives, seemed to be more significant for attracting the employees than motivation. Raise in employee motivation lead to better employee output, originality and flexible effort which inturn can lead to improved company performance. Small businesses show state that, bussiness have the authority to directly effect employee incentive all the way through their employee organization practices. For example, one modification of participation is joint bargaining. Frederick Herberg,s motivation thoery, satisfaction of the workers is related with the non-monetary, acknowledgment, individual growth and the trait of the work. Correspondingly, the extrinsic aspect like business policies, associate associations,job security and supervisor connection. It has being cleared mention in the similar guide with the purpose of, the apparent inequality has being shown to lead to low incentive (O’Neil, 1994, p.60). Additionally, it has being known that by invest the time will provide opportunity to worker motivation. The approach of Porter and Miles prove that the incentive energises, direct and sustain performance. They also come up with four factor namely personality characteristis, occupation characteristics, work environment and the outside environment (O’Neil, 1994, p. 67). According to Guyot, middle managers in the management had higher wants for accomplishment and lower needs for affliation than the way their bussiness foil did. However, their need for authority may generally be the same. An important factor for motivation is the quality supervision. The report of nationwide centre for output that was carried out for employees situation that; there is perception of lower supervisory quality in the public than in the private sector. The primary motivators for the public segment employees are majorly the concern that attract them to public sector. The hierarchical level in an government have an result on the employees incentive. Similarly, the duration of service with the organisation also affect the incentive. According to Donald approach, motivation fluctuate depending on the gender basis. Men have upper level of motivation as compare to women. O’Neil (1994, p.70), employees tend to be commited to the organisation itself due to an emotional attachment or because of the benefits whicah are being associated with the organisation. Performance rewards, procedural constraints, and the goal content which influence work motivation directly. Most of the managers in the public organisation are liable to be motivated by efficiency and service improvement. Significance of variables such as organisation role and context suggest that motivations are not determine purely or even primarily by the environmental factors. Instead, the effect are more compound interactions among the surroundings, experience and character. In an organisation, there is a management association which work along side with the employees hence help to boost their morale. In the hope that bond among the lower level workers and management will form, thus allowing the efficiency and experience to watched and carried on to stuff who are not skilled. Motivation can carry the control, exicement, concern, and confidence, which in return manifested in urban performance, diligence and creativity. However, if the approach of the motivation is applied continuosly, there is no hesitation that each and every employee will reach their best latent according to their personality field. According to O’Neil (1994, p.76), the interaction of the employees with the other people and their working environment is a great advantage to boost motivation. During the long term use of the motivation and its principles, the result tend to be positive in meeting a quality job performance. Satisfaction can only be achieved by answering the needs of the person and as an employee; Therefore, organisation should make there employee feels that their presence is worth in the organisation. Their belongingness in the work palce is an important factor in recognizing the productivity. Their achievement can be put in a such way that the needs are satisfied such as their self-esteem, self respect, appreciation or recognition and the safety and security of the employee. An employee performance is majorly determined by two key factors which tend to be the value placed to achieve the outcome and the degree of effort. Satisfaction tends to raise several interesting thoughts regarding the motivation and involving job of the employee. For instance, when the needs are met, the employees are satisfied hence they create a happy mood which most of the firms needs to assess as the employees can be changed into a more prodcttive people. Commitment comes as a result of the effort of the employees to have controls wherein the entire organisation tend to have influence in their job. The significance of job design and job involvement increase job satisfaction and performance simply because when the employee fits his educational background on the nature of his work, there is an important result on the process of performing that specific job. However, it is the responsibility of the organisation to make sure the employees feels that their presence in the organisation is worthy. According to Campbell (2007, p.122), employee incentive programs tend to promote work place harmony, employee performance and mostly employee motivation. The long term benefits for your company can be achieved by implementing these incentives. By motivating employees, these can lead to staff retention and company loyalty; hence these are the two things that will have an important impact on the growth and development of your business. Therefore, motivation acts as a key for creating an environment where maximum performance is possible. In order to maximize the motivation of the employee via employee incentives, it is important to discuss the program with the employees. Additionally, you need to spend some time figuring out what your employees actually want out of an incentive program. You also need to find out what really motivates them and how do they want to be rewarded for productive performance. However, if an employer or a manager takes the time to do this, then he will be capable to implement a program based on the individualized needs of your employee. O’Neil (1994, p.146) asserts that motivation for employee is an essential to the success of any company whether it is big or small. In the modern work place human resource are more treasured above all others. Initially, employees who are motivated tend to be more productive, happy and committed. This can result to reduce employee turnover, results driven employees, company loyalty and the work place harmony. Providing opportunities at work, recognizing a person’s accomplishment verbally or through more official reward systems and job titles are the ways of satisfying esteem values. Self actualization need may be satisfied through the stipulation of development and growth opportunity on or off the occupation, as well as work that is demanding and interesting. This signifies that worker performance clearly depends on their level of motivation, which encourages them to come to work on a regular basis, work industriously, be flexible and be willing to carry out the necessary task. If a company fails to motivate the employee by not providing skills development in training and challenging work, the employee tend to seek opportunities so that to satisfy his motivation elsewhere. Moreover, if a company doesn’t show its value which the employees have contributed by helping them develop their skills, it sends a motivation killing message that working for the company is a dead end job, thus, it affects the employees mentally and physically (O’Neil, 1994, p.160). Mentally detached employees make mistakes, cause delays and give poor customer service costly problems for the company. According to Herzberg theory, he states that “Having fewer dis-satisfiers does not motivate a worker to do a good job, but only to stay on it.” By concluding, researches which have being carried out on motivation have being undertaken by industrial psychologist and behavioural scientist. As a result, there are some theories about motivation and human behaviour which has being developed by researches. These theories of motivation discover the sources of happiness that people practice when they maintain balance and protect homeostasis by avoiding pain and over incentive. The dynamic process of change in and of itself has significant implications for employees in modern organisations. Particularly, it affects their basic need to know who secure faster along with incessant change. However, frequent changes in organizations and in technology influence the power structure, the skills which are needed to do extremely well on the job, values of an organisation and its managerial values. Bibliography Campbell, J, 2007, Motivation, Attitudes, Goal Setting, Performance and Interactive Effects of Pay for Performance, New York, ProQuest, 34-134 O’Neil, H, 1994, Motivation: Theory and Research, New York, Routledge, 56-183. Read More