Submitted by: Submitted by Blount22
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Category: Business and Industry
Date Submitted: 03/17/2014 12:50 PM
HR Performance Issues and Motivation
Micah Blount
Organization Behavior
Gregory Goussak
June 23, 2013
Companies rely on their employees to produce products or provide services in a timely fashion. And while employees can easily learn the tasks and procedures required to carry out their roles, organizations can benefit from providing motivational incentives for exceptional job performance. Motivational theory in an organization has to do with the way in which a company motivates its employees to perform as a group and within their individual job roles. Solving performance problems requires a systematic approach to validating the problem at the front end of the process. Front-end analysis requires a determination of at least four things:
1) Do people have a clear and specific business goal?
2) Do they have adequate knowledge about how to reach the goal?
3) Are the necessary policies, procedures, equipment and materials available?
4) Do they have enough motivation for a personal commitment to the goal and the investment of adequate effort in its pursuit? Our lack of adequate emphasis on motivation at work has, in my view, retarded our attempt to maximize performance. In their review of leadership studies, Hogan Curphy and Hogan (1994) found that only about 30 percent of line managers are able to adequately motivate the people who report to them. They imply that in most circumstances, motivation accounts for about half of all performance results. The late Tom Gilbert, one of the clearest thinkers in performance improvement, was fond of saying that when two people had equal abilities, the enthusiastic member of the pair would achieve about 70 percent more than the unenthusiastic person. Even more troubling is that evidence that a majority of the published studies of organizational development strategies that report measured increases in motivation are fatally flawed (Newman, Edwards and Raju, 1989; Roberts and Robertson, 1992).
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