Paper Example on Optimizing Employee Performance

Introduction

In business organizations such as Matrix, the motivation of employees is a key component in the Human Resource department in the path to realization of its set goals and objectives. Motivation is simply any encouragement that directs or upholds goal and objective-oriented character among employees. It involves creating the willingness to work among employees by making them to be devoted to the attainment of the goals and objectives of the organization and also to perform their work efficiently. Different theories exist which seek to explain how motivation works among employees.

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Maslow's Hierarchy of Needs Theory

This theory was explained by Abraham Maslow and it states that a person is motivated in line with the level of his or her needs (McLeod, 2007). The person will grow in terms of needs depending on how satisfying the needs are taken care of at every level. Once physiological needs such as decent housing, decent clothing and access to food have been met, one focusses on security needs which include pension plans, risk payments and life insurances (McLeod, 2007). After satisfying the job security needs, one concentrates on affiliation needs in the work area by finding their best-working partners. One then satisfies the esteem needs such as the need to be love, need for praise and recognition. Finally, one concentrates on the need for self-actualization.

Hertzberg's Two-factor Theory

This theory states that there are two motivators that encourage workers: hygiene and satisfiers (DeShields Jr, Kara & Kaynak, 2005). Satisfiers are job features that create confident spirits among employees when present and include the level of responsibility, the chance to acquire new skills, the need for recognition among others. Hygiene, on the other hand, are the features of the working environment that causes dissatisfaction in their absence and include job security, personal working relationships, the company policies and salary.

Basic Expectancy Theory

In this theory by Victor Vroom states that individuals tend to pick the actions that they believe will assist them in the achievement of their set goals and objectives, and they will refrain from actions that they believe will cause unwanted consequences (Miner, 2015). Here, an employee takes into consideration three questions i.e. "If I make an effort, will I achieve my expected performance goals?" "If I perform as expected, will I be rewarded?" and "How much do I value the reward that comes after a good performance?" (Miner, 2015).

The Equity Theory

According to this theory, employees make a decision as to whether the organization is treating them with fairness and this decision determines their job satisfaction (Miner, 2015). The perception of inequity and inequality plays an important role in determining the input and output of the employees.

Motivation is considered a main concern to the Human Resource Department during the appraisal performance process because it leads to better appraisal outcomes among most employees. Appraisals are supposed to assess the performance of an employee and show his or her areas of strength and areas of weaknesses. This, therefore, means that if employees receive good motivation from the management, they will work hard and improve on their areas of weaknesses so that come the time for appraisal performance analysis, they will have very few weaknesses (Harris, 1994). When all employees are motivated, they will work tirelessly for recognition by the management as the next people in line for job promotions in the organization will be considered. All this will lead to increased outputs and profits made.

Motivation levels of employees can be influenced by appraisal process by mostly improving them. They make an employee to revisit his or her set goals with scrutiny, analyze the performance challenges being experienced at the workplace and come up with solutions to the development of his or her career (Harris, 1994). This helps employees to advance in their career and aim for top positions in the organization which are also being competed for by other employees. These processes, therefore, lead to higher efficiency in the workplace by employees because they receive clarity on what they are supposed to undertake and leads to every employee being responsible for their decisions at work regardless their outcomes (Harris, 1994).

Correlations between Motivation and the Ability to Perform

Motivation affects the ability of employees to perform in different ways. Motivated employees tend to be more productive because he or she will be happy and will perform his or her duties in a very remarkable way (Perry & Porter, 1982). This leads to impressive results and also the motivation of other workers in the organization. It also leads to the involvement of workers in decision-making procedures of the organization. This is because motivation leads to close relationship between the management and the workers and this leads to them airing out their suggestions on how some policies in the firm should be handled. In Matrix, the management has given workers the freedom to make suggestions on policies that can make the firm grow and this has led to motivated employees with good job performances.

Motivation leads to the sharpening of the skills of an employee and in the end improving the performance of the worker. The need to acquire more employee skills is a hygiene factor in the Hertzberg's two-factor theory of motivation which when satisfied leads to a safe working environment and therefore increased output. Motivation attracts more skilled workers into the organization and leads to competition among the elite for job promotions (Perry & Porter, 1982). This obviously helps in sharpening the skills of other employees because only professional workers will be recruited into the organization. This leads to increased quality of work being done by employees thus their performance increases. This is a scenario that has been witnessed in Matrix organization.

Motivation helps improve the image of the organization and this leads to more investors coming into the company. More investment inconsistency with the employee improved motivation leads to the generation of more income which can support the increment of salaries of the workers (Perry & Porter, 1982). Apart from salary increments, there would be life insurances offered and risk allowances at favorable rates. At Matrix organization, this has been witnessed and has led to the generation of more income to support the working staff. Motivated workers are always happy to turn up for work and give it their best knowing that all their needs have been taken care of and the management is doing all it can to create a very conducive working environment for all the workers.

There are strategies that can be put in place at Matrix in order to improve individual employee performance. Communication is one vital strategy that entails employees being told about the goals of the company and performance expectations in order for them to make corrections where necessary (Lawler III, 1986). This will lead to reduced fear among employees when the time for performance appraisals comes. A second strategy is by providing training to employees in Matrix which will lead to improved performance because refresher courses sharpen the skills of employees (Lawler III, 1986). Training also helps n motivating employees by making them believe they are cherished assets in the company and therefore will try as much as possible to reduce inefficiencies and mistakes in the workplace.

A third strategy is by providing proper equipment so as to make sure that all the workers are working with safe and efficient tools in order to avoid the frustration of the workers (Lawler III, 1986). Frustration leads to reduced performance because workers need functioning equipment for them to finish their work in time and with full efficiency. Provision of proper equipment will lead to reduced employee fear for the performance appraisals because they will have carried out their duties effectively.

A fourth strategy is by empowering employees and carrying out job promotions from within (Lawler III, 1986). Employees should be permitted to set their own goals and formulate the strategies on how to achieve them. They should also be delegated some level of decision making power so that they don't have to go to the management for them to be allowed to do something. On promotions, Matrix management should give their loyal and hardworking employees opportunities to advance their careers in the organization instead of looking for people from outside for managerial positions. This will to a great extent improve employee attitude toward performance appraisals.

Conclusion

Motivation is, therefore, a very important factor in the Human Resource department and helps in improving employee efficiency at work and also preparing employees for the appraisal process.

References

DeShields Jr, O. W., Kara, A., & Kaynak, E. (2005). Determinants of business student satisfaction and retention in higher education: applying Herzberg's two-factor theory. International journal of educational management, 19(2), 128-139.

Harris, M. M. (1994). Rater motivation in the performance appraisal context: A theoretical framework. Journal of Management, 20(4), 735-756.

Lawler III, E. E. (1986). High-Involvement Management. Participative Strategies for Improving Organizational Performance. Jossey-Bass Inc., Publishers, 350 Sansome Street, San Francisco, CA 94104.

McLeod, S. (2007). Maslow's hierarchy of needs. Simply Psychology, 1.

Miner, J. B. (2015). Organizational behavior 1: Essential theories of motivation and leadership. Routledge.

Perry, J. L., & Porter, L. W. (1982). Factors affecting the context for motivation in public organizations1. Academy of management review, 7(1), 89-98.