HR Performance Issues And Motivation: The Relationshi 271558

Hr Performance Issues And Motivationthe Relationship Between The Organ

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.

Paper For Above instruction

Introduction

Motivation plays a pivotal role in influencing employee performance and organizational success. The intricate relationship between motivation, job satisfaction, and work performance has garnered considerable academic attention. This paper explores how motivational issues can lead to performance problems within organizations, utilizing theoretical frameworks to analyze and propose interventions aimed at enhancing motivation and, consequently, performance.

Performance Issue Arising from Motivational Problem

An illustrative example of a motivational performance issue is observed in a mid-sized manufacturing company where assembly line workers exhibited declining productivity over six months. Despite adequate resources and a well-structured work environment, a significant drop in output was noted, accompanied by increased absenteeism and low morale. Investigations revealed that the primary cause was a lack of recognition and intrinsic motivation among employees, leading to disengagement. The core of the problem was that workers felt undervalued, and their efforts went unnoticed, impacting their overall motivation and performance.

Application of Content Theory of Motivation: Herzberg's Two-Factor Theory

Herzberg's Two-Factor Theory (Herzberg, 1966) distinguishes between motivators and hygiene factors. Motivation arises from intrinsic factors such as achievement, recognition, and the work itself. In this scenario, the absence of recognition (a motivator) led to job dissatisfaction and decreased motivation. Hygiene factors like pay and working conditions were adequate, but intrinsic motivators were lacking, leading to deteriorating performance despite the absence of extrinsic dissatisfaction.

This theory elucidates why the employees' performance declined despite satisfactory extrinsic conditions. The lack of recognition and opportunities for personal achievement diminished their intrinsic motivation, which is crucial for sustained performance (Herzberg, Mausner, & Snyderman, 1959). A focus solely on hygiene factors failed to address the internal motivational needs, underscoring the importance of intrinsic factors in maintaining high performance.

Intervention Using Herzberg's Theory: Recognition and Job Enrichment

To rectify the motivational decline, an intervention grounded in Herzberg's theory involves implementing recognition programs and job enrichment strategies. Recognition initiatives such as employee of the month, performance-based rewards, and regular feedback can enhance employees' sense of achievement and value (Cameron & Pierce, 1994). Additionally, job enrichment—expanding task variety, granting autonomy, and allowing for skill development—can foster intrinsic motivation (Hackman & Oldham, 1976).

These interventions target motivators identified by Herzberg as essential for job satisfaction. By emphasizing recognition and meaningful work, the organization can reinvigorate employees' intrinsic motivation, leading to improved performance, higher job satisfaction, and reduced absenteeism (Deci & Ryan, 2000). Implementing these strategies requires managerial commitment and ongoing evaluation to ensure sustained impact.

Conclusion

Understanding the relationship between motivation and performance is vital for effective HR management. The application of Herzberg's Two-Factor Theory offers valuable insights into addressing motivational deficiencies that adversely affect performance. By fostering intrinsic motivators through recognition and job enrichment, organizations can enhance employee satisfaction, boost productivity, and achieve organizational goals. Future research should focus on integrating multiple motivational theories to develop comprehensive strategies tailored to diverse organizational contexts.

References

• Cameron, J., & Pierce, W. D. (1994). Rewards and intrinsic motivation: Advances, implications, and future directions. Psychological Science, 5(3), 159-163.
• Deci, E. L., & Ryan, R. M. (2000). The "what" and "why" of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227-268.
• Hackman, J. R., & Oldham, G. R. (1976). Motivation through design of work: Test of a theory. Organizational Behavior and Human Performance, 16(2), 250-279.
• Herzberg, F. (1966). One more time: How do you motivate employees? Harvard Business Review, 44(1), 53-62.
• Herzberg, F., Mausner, B., & Snyderman, B. B. (1959). The Motivation to Work. John Wiley & Sons.
• Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370-396.
• McClelland, D. C. (1961). The Achieving Society. Princeton University Press.
• Alderfer, C. P. (1969). An empirical test of a new theory of human need. Organizational Behavior and Human Performance, 4(2), 142-175.
• Herzberg, F., Mausner, B., & Snyderman, B. B. (1959). The Motivation to Work. John Wiley & Sons.
• Locke, E. A. (1968). Toward a theory of task motivation and incentives. Organizational Behavior and Human Performance, 3(2), 157-189.