There Are Various Factors That Impact Employee Performance

There Are Various Factors That Impact Employee Performance As Noted I

There are various factors that impact employee performance. As noted in Figure 4-2 (p. 101 of your textbook), abilities and other traits, knowledge and skills, and context can impact employee performance. For this discussion forum, please think about a time where you have observed poor performance in the workplace. For example, let’s say that your coworker has been performing poorly and does not seem to care about his job.

Her motivational disposition (a factor of abilities and other traits) might be impacting his performance. Based upon your past observation of poor performance, critique what can be improved to enhance performance in the future. Please ensure that you assess how each of the three factors might have impacted employee performance and what enhancements the individual and the organization can make to ensure improved performance. Embed course material concepts, principles, and theories (require supporting citations) in your initial response along with at least one scholarly, peer-reviewed journal article. Keep in mind that these scholarly references can be found in the Saudi Digital Library by conducting an advanced search specific to scholarly references.

Use Saudi Electronic University academic writing standards and APA style guidelines. Be sure to support your statements with logic and argument, citing all sources referenced. Post your initial response early and check back often to continue the discussion. You are required to reply to at least two peer discussion question post answers to this weekly discussion question. These peer replies need to be substantial and constructive in nature. They should add to the content of the post and evaluate/analyze that post answer. Normal course dialogue doesn’t fulfill these two peer replies but is expected throughout the course. Answering all course questions is also required.

Paper For Above instruction

Employee performance is a critical aspect of organizational success, and various factors influence how employees perform their roles. According to Armstrong (2014), employee performance is affected by individual traits, knowledge and skills, and the contextual environment within which they operate. Understanding these factors provides insights into how organizations can manage and improve employee productivity. This paper explores these three factors, analyzing a scenario of observed poor performance, and offers recommendations for enhancement informed by relevant theories and scholarly literature.

Introduction

Performance issues within the workplace frequently stem from a complex interplay of individual characteristics, acquired skills, and environmental influences. For instance, when observing a coworker exhibiting low motivation and poor job performance, it becomes essential to analyze the core reasons through these three factors. Addressing these issues necessitates a comprehensive approach: enhancing individual traits, upgrading skills, and modifying the work environment (Robinson & Judge, 2019). This paper critically evaluates each factor's role in employee performance and suggests strategic interventions to promote sustained improvement.

Abilities and Traits

Abilities and traits encompass personal attributes such as motivation, personality, and emotional intelligence that influence an employee’s ability to perform effectively (Morgeson & Humphrey, 2008). In the scenario of poor performance, the motivational disposition—an intrinsic trait—may hinder an employee’s engagement and effort. Research shows that motivated employees tend to be more productive and committed (Deci & Ryan, 2000). A low motivational disposition could stem from lack of recognition, personal issues, or misalignment of job roles with personal interests (Latham & Pinder, 2005).

To improve this, organizations can implement motivation enhancement strategies such as recognition programs, goal-setting, and fostering a supportive work culture (Herzberg, 1966). Moreover, cultivating emotional intelligence can help employees better manage their emotions, thus positively influencing motivation (Goleman, 1995). Personal development initiatives that strengthen employees' intrinsic motivation and emotional resilience can result in improved performance outcomes.

Knowledge and Skills

Knowledge and skills represent the competencies employees bring to their roles. A deficiency in either can directly impair performance (Noe et al., 2020). For example, if a coworker lacks specific technical skills or updated knowledge about their responsibilities, their effectiveness diminishes. Continuous training and professional development are critical to bridge skill gaps (Kirkpatrick & Kirkpatrick, 2006). According to Thorndike’s (1911) early work on learning and transfer, skill acquisition is a function of deliberate practice and reinforcement.

Organizations should facilitate ongoing education and skills development aligned with evolving job requirements. Implementing structured onboarding, providing access to e-learning, and encouraging peer mentoring are practical methods to enhance knowledge and skills. Additionally, performance coaching can tailor development to individual needs, fostering higher competence and confidence (Bidwell & Keller, 2014).

Context and Work Environment

The third factor, the work environment or context, includes organizational culture, leadership style, work conditions, and the broader social environment. Poor working conditions, lack of support, or ineffective leadership can demoralize employees and diminish performance (Bakker & Demerouti, 2007). For instance, a lack of clear communication or recognition from supervisors may lead to disengagement.

To optimize the context, organizations should promote a supportive culture that values feedback, recognizes contributions, and provides resources needed for success. Implementing transformational leadership styles, which inspire and motivate employees, can significantly enhance performance (Bass & Avolio, 1995). Furthermore, ensuring that work conditions support work-life balance and well-being is essential for sustained productivity (Krekel et al., 2019).

Strategic Recommendations

Given the interrelated nature of these factors, a multifaceted approach is necessary. On an individual level, coaching and motivational enhancement can address personal traits. Simultaneously, organizations should invest in continuous training and skill development. Improving the work environment through effective leadership, recognition, and resource provision will create an ecosystem conducive to optimal performance.

For instance, applying the Job Characteristics Model (Hackman & Oldham, 1976) can help redesign jobs to enhance motivation and satisfaction. Recognition programs aligned with individual achievements foster motivation and commitment (Deci & Ryan, 2000). Leadership development initiatives that cultivate transformational qualities can improve organizational climate, thereby positively affecting all performance factors.

Conclusion

Employee performance is shaped by abilities and traits, knowledge and skills, and the contextual environment. Addressing poor performance requires an integrated approach that considers these factors comprehensively. By enhancing motivation, providing relevant training, and fostering a positive work environment, organizations can significantly improve employee productivity and engagement. Future research could explore the impact of digital transformation on these factors, adding another layer of complexity to employee performance management.

References

• Armstrong, M. (2014). Armstrong's handbook of human resource management practice. Kogan Page.
• Bakker, A. B., & Demerouti, E. (2007). The Job Demands‐Resources model: State of the art. Journal of Managerial Psychology, 22(3), 309-328.
• Bas, T. M., & Avolio, B. J. (1995). Transformational leadership and organizational culture. International Journal of Leadership Studies, 1(1), 3-24.
• 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.
• Goleman, D. (1995). Emotional intelligence. Bantam Books.
• Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work: Test of a theory. Organizational Behavior and Human Performance, 16(2), 250-279.
• Herzberg, F. (1966). Work and the nature of men. World Publishing Company.
• Kirkpatrick, D. L., & Kirkpatrick, J. D. (2006). Evaluating training programs: The four levels. Berrett-Koehler Publishers.
• Krekel, C., Ward, G., & De Neve, J.-E. (2019). Employee well-being, productivity, and firm performance: Evidence and implications. Swedish Institute for Social Research, Stockholm University.
• Latham, G. P., & Pinder, C. C. (2005). Work motivation theory and research at the dawn of the twenty-first century. Annual Review of Psychology, 56, 485-516.
• Morgeson, F. P., & Humphrey, S. E. (2008). The work design questionnaire (WDQ): Developing and validating a comprehensive measure for assessing job design and the work environment. Journal of Applied Psychology, 93(3), 735-753.
• Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2020). Fundamentals of human resource management. McGraw-Hill Education.
• Robinson, S. P., & Judge, T. A. (2019). Organizational behavior. Pearson.
• Thorndike, E. L. (1911). Project of a statistical method of studying the effects of education. Psychological Review, 18(6), 507-514.