Ashford 3 Week 2 Assignment: Performance Issues And Motivati

Ashford 3 Week 2 Assignmenthr Performance Issues And Motivationth

Ashford 3: - Week 2 - Assignment HR Performance Issues and Motivation The relationship between the organization and its members can be greatly influenced by what motivates individuals to work. The style of leadership, job design, resources on the job, and environment can all have a significant effect on the satisfaction of employees and their performance. Performance is also influenced by individual motivations (e.g., social, recognition, financial reward, personal growth and development, and/or intrinsic satisfaction) and can equally impact the organization. There are many theories that attempt to explain the nature of motivation. Write a four- to five-page paper (excluding the title and reference pages) evaluating the relationship between motivation, job satisfaction, and work performance.

Be sure to address the following: Describe a performance issue which resulted from a motivational problem (what, why, who). Use a content theory of motivation (e.g., Maslow, Alderfer, Herzberg, or McClelland) or a process theory (i.e., Adams, Locke, or Heider and Kelley) to explain how the issue creates a performance problem for the organization. Use the theory of motivation you selected to describe an intervention/action to change the motivation/behavior and correct the performance problem. Your paper must use a minimum of three scholarly sources, in addition to the textbook. Your paper must be formatted according to APA style as outlined in the Ashford Writing Center.. Carefully review the Grading Rubric for the criteria that will be used to evaluate your assignment

Paper For Above instruction

Motivation plays a crucial role in shaping employee performance and overall job satisfaction within an organization. When motivations are unmet or misunderstood, they can lead to significant performance issues that hamper organizational productivity and morale. This paper explores the complex relationship between motivation, job satisfaction, and work performance by illustrating a specific performance problem rooted in motivational deficiencies, analyzing it through a theoretical lens, and proposing an effective intervention to address the issue.

A common example of a performance issue stemming from motivational problems involves low employee engagement and productivity in a sales team. For instance, consider a company where sales targets are consistently unmet despite adequate training and resources. The underlying cause, in this case, may be a lack of recognition and intrinsic motivation among sales representatives. Employees might feel that their efforts are not acknowledged or rewarded appropriately, leading to decreased morale, commitment, and ultimately, a decline in performance.

Using Herzberg’s Two-Factor Theory (Herzberg, 1959), this motivational problem can be primarily attributed to the absence of motivators such as recognition, achievement, and personal growth opportunities. Herzberg distinguished between hygiene factors—extrinsic elements like salary, supervision, and working conditions—and motivators—intrinsic factors rooted in the nature of the work itself. If motivators are lacking, employee satisfaction diminishes, resulting in poor performance and high turnover.

This motivational deficiency impacts organizational performance significantly. When employees do not find their work meaningful or are not recognized for their contributions, their intrinsic motivation wanes. This leads to decreased effort, innovation, and initiative, which directly affects sales outcomes and customer satisfaction. Additionally, the lack of motivation can foster a negative organizational culture, further exacerbating performance issues.

To effectively address this motivational problem, an intervention grounded in Herzberg’s theory involves implementing strategies that enhance motivators. For example, the organization could introduce a recognition program that celebrates individual achievements and milestones. Providing opportunities for personal development through training, mentorship, and career advancement can also serve as motivators. These strategies aim to satisfy employees' intrinsic needs for achievement and recognition, thereby improving their motivation and, consequently, their performance.

Furthermore, managers should foster a supportive environment that emphasizes achievement and acknowledges contributions in team meetings, performance reviews, and informal settings. This approach not only boosts intrinsic motivation but also reinforces a culture of appreciation and growth. Regular feedback and setting clear, challenging goals aligned with personal development can further enhance motivation according to Herzberg’s framework.

In conclusion, motivational issues significantly influence job satisfaction and work performance. By understanding underlying theories such as Herzberg’s Two-Factor Theory, organizations can design targeted interventions that address motivational deficiencies. Improving recognition, providing growth opportunities, and fostering a positive climate are essential steps to enhance motivation and, consequently, organizational effectiveness. Future research should continue exploring the dynamic interplay of motivation theories in diverse organizational contexts to develop more nuanced strategies for boosting performance.

References

• Herzberg, F. (1959). The motivation to work. John Wiley & Sons.
• Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370–396.
• Alderfer, C. P. (1969). An empirical test of a new theory of human motivation. Organizational Behavior and Human Performance, 4(2), 142-175.
• McClelland, D. C. (1961). The achieving society. Princeton, NJ: Van Nostrand.
• Adams, J. S. (1963). Towards an understanding of inequity. Journal of Abnormal and Social Psychology, 67(5), 422–436.
• Locke, E. A. (1968). Toward a theory of task motivation and incentives. Organization Behavior and Human Performance, 3(2), 157-189.
• Heider, F. (1958). The psychology of interpersonal relations. Wiley.
• Kelley, H. H. (1967). Attributions in social interaction. In D. Gilbert & H. C. Kelman (Eds.), Review of personality and social psychology (pp. 90-125).
• Deci, E. L., & Ryan, R. M. (1985). Self-determination theory. In S. Feldman & G. Elliott (Eds.), At the threshold: The developing scientist-practitioner (pp. 73-105). Erlbaum.
• Pink, D. H. (2009). Drive: The surprising truth about what motivates us. Riverhead Books.