HR Performance Issues And Motivation: The Relationshi 617555

Hr Performance Issues And Motivationthe Relationship Between The Organ

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 shaping employee performance and overall job satisfaction within organizations. When employees are motivated, they tend to exhibit higher levels of productivity, engagement, and commitment, which translate into improved organizational performance. Conversely, a lack of motivation can result in performance issues that hinder organizational goals. This paper examines the relationship between motivation, job satisfaction, and work performance by analyzing a specific performance issue rooted in motivational deficiency, applying a relevant motivation theory, and proposing an intervention to address the problem.

Performance Issue Description

One common performance issue stemming from motivational problems is employee absenteeism and low productivity among customer service representatives. For example, in a retail environment, a team of customer service employees begins to show increased absenteeism, decreased engagement, and poorer customer interactions. The root cause often relates to a lack of recognition, insufficient rewards, or unmet personal growth needs. The "what" is the decline in individual performance and attendance; the "why" can be attributed to motivational deficits; and the "who" involves the affected employees, managers, and the organization as a whole.

The Performance Problem through the Lens of Motivation Theories

Applying Herzberg's Two-Factor Theory provides insight into this issue. Herzberg distinguishes between hygiene factors (working conditions, salary, company policies) and motivators (recognition, achievement, personal growth). A deficiency in motivators may lead employees to feel unfulfilled, causing decreased motivation and subsequent poor performance. If hygiene factors are adequate but motivators are absent or insufficient, employees may experience job dissatisfaction, resulting in absenteeism or disengagement. This aligns with observations that employees report dissatisfaction despite adequate pay or working conditions, indicating the importance of intrinsic motivators in driving performance.

Intervention and Action Plan

To address this motivational deficit, a tailored intervention based on Herzberg's theory can be implemented. The organization could introduce recognition programs that acknowledge individual achievements, establish opportunities for skill development, and create clear pathways for career advancement. For instance, implementing monthly awards, providing professional development workshops, and setting personalized performance goals can serve as motivators. These actions aim to enhance intrinsic motivation, increase job satisfaction, and ultimately improve performance.

Expected Outcomes and Benefits

By focusing on motivators, the organization can foster a more engaged and satisfied workforce. Enhanced motivation is expected to reduce absenteeism, improve customer interactions, and increase overall productivity. Furthermore, addressing motivational issues contributes to a positive organizational culture that values employee growth and achievement, which in turn sustains long-term performance improvements.

Conclusion

Motivation significantly influences job satisfaction and work performance. Understanding and applying motivation theories, such as Herzberg's Two-Factor Theory, allows organizations to identify underlying issues and implement targeted interventions. By fostering intrinsic motivators, organizations can address performance problems effectively, leading to a more engaged, productive, and satisfied workforce.

References

• 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.
• Alderfer, C. P. (1969). An empirical test of a new theory of human needs. Organizational Behavior and Human Performance, 4(2), 142–175.
• McClelland, D. C. (1961). The achieving society. Princeton University Press.
• Adams, J. S. (1965). Inequity in social exchange. In L. Berkowitz (Ed.), Advances in Experimental Social Psychology (Vol. 2, pp. 267–299). Academic Press.
• Locke, E. A. (1968). Toward a theory of task motivation and incentives. Organizational Behavior and Human Performance, 3(2), 157–189.
• Heider, F. (1958). The psychology of interpersonal relations. Wiley.
• Kelley, H. H. (1967). Attribution theory in social psychology. In D. Levine (Ed.), Nebraska Symposium on Motivation (pp. 192–238). University of Nebraska Press.
• Schunk, D. H., Pintrich, P. R., & Meece, J. L. (2008). Motivation in educational settings (3rd ed.). Pearson.
• Gagné, M., & Deci, E. L. (2005). Self-determination theory and work motivation. Journal of Organizational Behavior, 26(4), 331–362.