Impact of Employee Motivation in Organizational Performance

NB: We do not resell your papers. Upon ordering, we do an original paper exclusively for you.

NB: All your data is kept safe from the public.

Table of Contents

What is the impact of employee motivation in performance of an organization?
Research Timeline
Locating Literature
References

What is the impact of employee motivation in performance of an organization?

In leadership management, motivation is important and functions between individual interaction and internal attributes of the involved parties. As a component of motivational functionality, the aspect of perception of an employee is vital towards the environment of leadership, influence and performance of that employee.

Human resource functionality in an organization influences the behaviour of person(s) making decision away from personal prejudice, stereotype, or emotions.

As opined by Kinicki and Kreitner (2009), the elements of absenteeism, low morale, high accidents at work, low quality work, over dependence on employees assistance program, and low turnover are associated with poor motivational strategies which results in improper handing work culture and disrespectfulness to the need to constantly monitor structures in handling behaviour and company’s interests.

This informed the foundation of several researches on the need for employee motivation in company sustainability (Greenberg, 2011). While several researchers have identified the need for motivation in place of work, little research exists on the impact of employee motivation on performance of an organization.

Therefore, this explicit research aims at reviewing the actual impacts of motivation on the performance of employees which determine the success of a company’s labour resource management.

Though life is meaningless without challenges, balance between rest and stimulation is necessary (Janus, 2008). Goodness or bad state of stress is dependent on the victim tolerance and subsequent recovery period. Prolonged depression has serious negative influence in work and life of a person.

With time if successfully handled, stress may turn into a monotonous habit ending up stressing the victim. In addition to work environment causes, second job, family problems or physical health may increase levels of depression when combined with work related challenges (Hellriegel & Slocum, 2011; Lopez, 2010).

In order for the productivity quotient to become an effective tool, it is appropriate to ensure that workers and the management team both understand the collective perspective of the institution (McShane & Von-Glinow, 2011). When employees understand the business strategy of the institution and the job responsibilities, the company’s productivity is likely to be improved (Porter, Lawler and Sayre-McCord, 2006).

Preparing a favourable work environment is important to put into consideration in addition to improving moral and motivating the employees since work commitments are great contributions to the desired organizational objectives (Parker, 2013; Mercer, Carpenter & Wyman, 2010; Schneider, Chung & Yusko, 2008).

The research topic on the impact of employee motivation in performance of an organization was chosen to establish the link between motivation and performance in an organization. Equipped with this knowledge, employers are capable to enhance the work performance of their employees for them to become consistently part of their organizational culture.

The research problem is suitable for research at BSc level since understanding organizational culture offers the drives and supports essential programs to accomplish the strategic objectives of motivating success in product. Since the problem is complex and requires explicit research, the findings are instrumental in future development of HRM policy and practices.

Despite the fact that several organization performance theories suggest that motivation is critical towards optimal output, there is little research to link the theories to motivation practices in the research. Besides, there is no universal motivational strategy that can be adopted to align the research hypothesis to expected findings.

Research Timeline

Week 1: Research Commencement

This stage will involve reviewing the research topic and rationale for the proposed hypothesis. This stage may take less than one week since choosing the topic will be dependent on available literature.

Week 2: Choosing the case study

Choosing the case study will be very challenging since different researchers and research papers adopt different approaches. Specifically, the research will have to choose the most convincing research variables from different research articles with different approach to the research questions.

Week 3: Background research

Since materials are available for the research topic, the researcher will have easy time in merging the relevant material to the research question. This stage may take less than three days to accomplish.

Week 5: Conducting literature review

This stage will be very demanding for the researcher since different sources of information will be searched. Among the sources of information that will be probed include internet, the university library, class notes and public libraries with relevant information on the topic of research.

Week 6: Conducting interviews, collecting data and analysing data

This stage will be the most difficult in the research paper. The researcher will have to balance direct interviews, questionnaires and other methods of research to present information about the topic.

Besides, data collection is very involving on time and resources. The data analysis part will be challenging since its participant is expected to give different answer to the open ended questions.

Data collected through one-on-one interviews will have to be scrutinized in detail. Through open ended and closed ended, each question asked will have to be comprehensive to ensure that respondents have an opportunity to give deep and answers that provide an insight into research problem solution through the use of Google docs software.

Transcription will be done to each of the recorded interview process. For each response, from each participant, the recorded transcripts will be perused to coin relevant and most appropriate response. This part will be more time consuming than any other part of the research paper.

Week 7: Research conclusion

The findings will be interpreted and related to the research question. The researcher will have to manage the data findings and interpretation within the scope of the research topic despite any research dynamics that may arise in the processes. The final paper will be reviewed to confirm its comprehensiveness in answering the research question before submission.

Locating Literature

Primary sources to be used in the research

MacKay, B., & McKiernan, P. (2008). The role of hindsight in foresight: refining strategic reasoning, Futures, 36(3), 161-179.

The authors, who are researchers and business faculty members at Schulich School of Business, adopt qualitative research to evaluate the relation between employee performance and motivation. Through primary data collection and analysis, the authors confirm their hypothesis that employee motivation determines the sustainability of a venture.

This research targets general employees and managers. The information which targets business managers introduces the aspect of macro business modelling strategies in research (MacKay and McKieman, 2008). The use of primary research and data analysis is critical in testing the findings of the research paper.

However, primary data is hectic to analyse. Across this article, the trend is introduced as entailing those patterns that revolutionize and changes over time in ethical business environment. In relation to personal foresight, change patterns to visualize future changes are presented as part of personal culture for ethical dilemma solution.

Personal culture encompasses shared beliefs, values and ethics in management. The authors have succeeded in establishing the link between the strategies of planning in management and the need for critical review of the motivational strategies within the organization culture to foster smooth operations.

Harrison, J., and Wicks, A. (2013). New ways of measuring company performance. Journal of Economic Behaviour & Organization, 61(4), 653-667.

The authors use reflective research to classify the importance of employee motivation through qualitative research. The primary research data findings confirm their hypothesis that long term business profits are achievable through proactive maintenance of employee motivational strategies.

Use of primary data analysis allows for further use of the data in future analysis. However, the process is hectic. The authors concentrate on universal ethical decision making process.

They assert that when decisions are made on universal appropriate management culture, the outcome will be pleasing and convenient for operation in short and long term (Harrison and Wicks, 2013). If these principles are internalised in the management and the workforce, they will appreciate the need to uphold the social interaction standards based on what is universally ‘right’.

According to the authors, universal ethical decision making process should be holistic to foster unity of purpose between independent departments in an organization. Thus, when properly balanced, the authors conclude that moral balance between management science and implementation of motivational strategies is within reach.

Biswas, S. (2011). Commitment, involvement, and satisfaction as predictors of employee performance. South Asian Journal of Management, 18(2), 92-107.

The author adopts qualitative research through random surveys to test the null hypothesis that employee satisfaction in business affects the integration of manufacturing to sales. The author adopts a descriptive research to relate qualitative data on business motivation structure and ease of management.

Use of primary data analysis allows for further use of the data in future analysis. However, the process is hectic. This aspect offers first hand information on the essence of the complete management structure towards business sustainability (Biswas, 2011).

This research targets business managers. This aspect is important in reviewing motivational practices to performance in organizations. The author is successful in relating the motivational values to management strategies.

References

Anderson, V. (2004). Approaches to gathering data in HR research. London, UK: CIPD.

Bell, J. (1993). Doing your research project: A guide for first time researchers in education, health and social science. Buckingham, UK: Open University Press.

Biswas, S. (2011). Commitment, involvement, and satisfaction as predictors of employee performance. South Asian Journal of Management, 18(2), 92-107.

Denscombe, M. (2002). Ethics: Ground rules for good research. Buckingham, UK: Open University.

De-Rada, V. D. (2005). Influences of questionnaire design on response to mail surveys. International Journal of Social Research Methodology, 8(1), 61-78.

Greenberg, J. (2011). Behavior in organizations (10th ed.). Upper Saddle River, NJ: Prentice Hall.

Harrison, J., and Wicks, A. (2013). New ways of measuring company performance. Journal of Economic Behavior & Organization, 61(4), 653-667.

Hellriegel, D., & Slocum, J. W. (2011). Organizational behavior (13th ed.). Mason, OH: South- Western Cengage Learning.

Janus, P. (2008). Pro Performance Point Server 2007: Building Business Intelligence. Al, Alabama: Apress.

Kinicki, A., & Kreitner, R. (2009). Organizational behavior: Key concepts, skills & best practices. New York, NY: McGraw-Hill Irwin.

Lopez, S. (2010). Workers, Managers and Customers. Work and Occupations, 37(2), 251-271.

MacKay, B., & McKiernan, P. (2008). The role of hindsight in foresight: refining strategic reasoning, Futures, 36(3), 161-179.

Mason, J. (2005). Designing qualitative research. London, UK: Sage.

McShane, S. L., & Von-Glinow, M. A. (2011). Organizational behavior (5th ed.). New York, NY; McGraw-Hill.

Mercer, M. K., Carpenter, G., & Wyman, O. (2010). Pay for results: Aligning executive compensation with business performance. New York, NY: Wiley.

Parker, J. (2013). The big issues in employment: hr management and employment relations in nz. Auckland: CCH New Zealand, Limited.

Porter, L. W., Lawler, E. E., & Sayre-McCord, G. (2006). Kant’s Grounding for the Metaphysics of Morals. Web.

Schneider, B., Chung, B., & Yusko, K. (2008). Service climate for service quality. Current directions in Psychological Science. 12(2), 197-200.

Click Here To Order Now!