Making a case
Topic: Lack of employee motivation key to the poor performance of organizations.
Employee motivation is imperative to an organization’s growth and success in performance. The management of organizations is aware of the positive impacts of motivation to the performance and production of their organization though some apply the wrong tools to achieve these positive results (Nohria, 78). This case tends to look at the relevant aspects of employee motivation so as to improve productivity.
Different employees are motivated in varied ways including rewards, designs of jobs, the culture of the organization, nature and performance of the management among others. Organizations engage in employee motivation for several aims: to improve the performance of the employee and the organization as a whole, to improve opportunities for the employees or even as a promotion at work for the employee. Motivation does not have to be monetary such as an increase in salaries and bonuses. Additional benefits and rewards are also motivation to the workforce (Nohria et al. 78).
The organizational culture creates differences in the work environment such as teamwork, employee relations, collaborations, and friendships. For instance, giving an employee a sense of belonging towards an organization and supporting collaboration motivates the employee to continue working at the organization owing to the care that they are accorded by the structure of the organization.
Motivation as well depends on the nature of the workforce. Some employees find motivation in tackling challenging jobs and some in doing duties that require their innovativeness. A company or organization, therefore, needs to put these into consideration when coming up with a job design for its employees. When efficiently tapped, the employee output can be magnificent and in turn, improve the organization’s productivity (Nohria et al. 78).
Resource allocation and performance management as well act as motivation factors and ensure that the organization yields the highest possible output from its employees. Assisting an employee’s developing their skills and being allocated resources improve their comfort at the workplace and, in turn, motivate them.
Reinforcement is the other appropriate aspect of motivation. Employees tend to emulate behaviors that the management regularly rewards and reinforces. Reinforcement though becomes a sophisticated option as what reinforces one employee may not adequately reinforce the next employee. Similarly, the provision of excessive support even when less deserved brings down motivation as the employees develop some assurance of being reinforced.
Recognizing employee accomplishment is also vital in employee motivation. In most cases, especially within large organizations, the achievements of employees go unrecognized and this makes the employees feel less important to the organization (Nohria et al. 78).
The advent of technology has simplified the work of the management in motivating their employees. Use of trackers and sensors assists the collect management data about the most hardworking employees as well to know what areas of the need workplace improvement so as to better the working environment of workers (Aguinis, 19). Modern organizations fit sensors and trackers on their employee tags and uniforms so as to collect data about their workforce.
Employee performance is directly proportional to the success of the company, and it falls on the human resource of an organization to motivate the employees and ensure the originations success. Employee motivation is paramount to improve employee performance. Job designs, allocation of resources, rewarding and proper working conditions are aspects that are used to motivate employees.
Employees who get motivated at work do much better and add value to the organizations productivity and output.
Aguinis, H. (2009). Performance management. Upper Saddle River, NJ: Pearson Prentice Hall.
Goetsch, David L., and Stanley B. Davis. Quality management for organizational excellence. pearson, 2014.
Nohria, Nitin, Boris Groysberg, and L. Lee. “Employee motivation: A powerful new model.” Harvard Business Review 86.7/8 (2008): 78.