Employee Motivation and Organizational Performance

This assignment analyses the importance of employee motivation on job performance and organizational performance through an analysis of four journal articles. It discusses the impact of motivation on employee behaviour and the effects of motivation on the performance of individual employees and the overall performance of the organization. The assignment provides practical implications for managers and highlights the importance of intrinsic and extrinsic motivation.

MGMT803 Organisational Behaviour and Management
Employee Motivation and Organizational Performance
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Introduction
Employee motivation serves an essential role in enhancing organizational performance. Several
studies have proven that motivated employees who feel respected and recognized perform better
than employees who feel neglected and despised. Moreover managers should recognize and
appreciate their employees for unique and challenging tasks they handle in the firm. In this
assignment, an analysis of the importance of motivation on employee job performance and the
overall organizational performance has been conducted using four journal articles. Lastly, the
assignment has provided a summary of the literature as well as the practical applications of the
concepts gathered in the literature for managers.
Section 2 Overview of the Impact of Employee Motivation on Job Satisfaction
2.1 Analysing the Importance of Motivation in Increasing Job Satisfaction.
Lazaroiu (2015, p. 66), gives an in-depth analysis of how the attitude of employees may affect their
performance using different theories of motivation. The author duels on the impacts of interpersonal
and physical environments on employee attitudes, emotions and degree of performance. Lazarou
(2015, p. 68), has used Hackman and Oldham’s Job Characteristics model, The Expectancy Model,
The Goal-setting theory, Herzberg's Theory of Motivators and McClelland's Achievement
Motivation Theory to evaluate how motivation impacts on employee behaviour. The impact of
motivation on employee behaviour has also been discussed in another angle by Locke and Latham
(1990, p. 240), whereby their viewpoint, there is no adequate model for analysing and solving the
problem of workplace motivation.
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In the two articles, the authors acknowledge that managers and other organizational leaders play a
pivotal role in identifying and utilizing appropriate models to ensure employees are motivated.
Whenever employees feel recognized in the firm, they tend to develop positive attitudes towards
their duties and therefore, perform better. A clear difference between the two articles lies in the fact
that Lazaroiu (2015, p. 70), has used secondary data to derive conclusions regarding employee
motivation, whereas Locke and Latham (1990, p. 242) has used primary research to identify how
motivation increases employee behaviour. By analysing a variety of literature on motivation, the
author was able to determine that effective leaders strive to improve connections with their workers
to accomplish organizational goals and advance employee performance. Locke and Latham have
used a famous model called ‘The High-Performance Cycle to prove that both monetary and non-
monetary rewards improve employee commitment and job satisfaction.
The two articles share a similar strength in that they have used theories to explain all the aspects that
can affect employee motivation. The usefulness of the High-Performance Model extends beyond the
confines of work organizations as it indicates that the process of self-management is essential in
work as well as in clinical settings (Locke & Latham, p. 245). However, whereas the first article has
acknowledged that proper leadership is essential in ensuring employee motivation, this has not been
discussed in the second article. Notably, the two articles have based their analysis on theories of
motivation along with areas where they are applicable.
2.2 Effects of Motivation on Performance of Individual Employees
Azar, M. and Shafighi, A.A., 2013. The Effect of Work Motivation on Employees' Job Performance
(Case study: Employees of Isfahan Islamic Revolution Housing Foundation). International Journal
of Academic Research in Business and Social Sciences, 3(9), p.432.
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In this article Azar and Shafighi (2013, P. 432), have argued that a firm's performance is highly
dependent on its human resources. Employees serve a pivotal role in an enterprise's development,
and the primary changes in a firm are derived from the vast intellectual abilities of employees.
Motivation is a crucial instrument in inducing workers to perform efficiently, creating an enabling
environment and successfully executing organizational programs.
The authors carried out primary research by randomly selecting a sample of 70 workers from
‘Isfahan Islamic Revolution Housing Foundation’ and giving them performance survey
questionnaires to fill. After analysing the data collected using SPSS and AMOS, the findings
depicted that motivation at work has a significant positive impact on employee performance (Azar
& Shafighi, 2013, P. 433). Specifically, the hypotheses measured by the authors included variables
like work motivation, job security, wage and salary, recognition at work, work environment
conditions, the nature of work, career development and advancement opportunities and other work-
related responsibilities.
Although the study sheds light on factors that enhance employee motivation, it is not diversified as it
only concentrates on employees working at Islamic Revolution Foundation. The research has also
ignored some aspects of employee motivation like organizational culture, relationship with
leadership, and employees’ personal lives. Each worker has a hierarchy of needs which should be
considered and the responsibility for evaluating such needs vests on the organization’s leadership.
Relationships developed between employees and managers may build trust, help employees to
honestly communicate their desires and give managers a precise direction on how to motivate their
employees. As such, this is an area that could be explored by the study.
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Besides the limitations, the study has provided an accurate evaluation of employee performance.
Hence, managers may validly use the recommendations from the research to improve the
performance of their workers. The study has also provided a clear analysis of both monetary and
non-monetary sources of employee motivation (Azar & Shafighi, 2013, P. 440). Employees not only
need a good remuneration, but they also demand to be recognized and appreciated.
2.3 Effects of Motivation on the Overall Performance of the Organization
Osabiya, B.J., 2015. The Effect of Employees Motivation on Organizational Performance. Journal
of Public Administration and Policy Research, 7(4), pp.62-75.
In this article Osabiya (2015, p. 62) sought to uncover the factors affecting the motivation of
workers and the related impact of specific motivational variables on employee performance and
general organizational productivity using secondary research. Specifically, the author has evaluated
ten critical factors that affect workplace motivation. Some of these factors included work based on
contract, teamwork, provision of equipment, and supervision based on leadership by example.
The research found that hired workers should be given duties they have been trained for so that they
can handle tasks they understand. Also, subordinates tend to be motivated when they are provided
with responsibility and authority (Osabiya, 2015, p. 63). Talented, hardworking and ambitious
should also be given a chance to develop and improve their full potentials. Using different theories
of motivation like content theories, Alderfer’s Need Modified Model, Theory X and Y, The Two
Factor Model, The Achievement Motivation Model, and Process Theories, the author was able to
identify that employees respond positively to extrinsic and intrinsic forms of motivation.
The primary strength of the article is that it has offered a vivid analysis of the forms of extrinsic and
intrinsic motivation available for employees. Therefore, organizations can adopt such ways of
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motivation to improve the performance of their workers. The study has also identified that
employees who feel respected and appreciated perform better than those who feel despised and
overlooked (Osabiya, 2015, p. 72). However, the findings of the study are based on secondary
research. Therefore, there is a need to conduct primary research to identify the practical applications
and impacts of the projected theories in a real organization.
2.4 Summary of key points from literature
In the four articles, the authors have suggested that only extrinsic rewards are not sufficient in
attaining employee motivation. Organizations also need to advance intrinsic rewards to their
employees through respect, recognition, and appreciation. Another point of agreement in the four
articles is that employees who feel respected and recognized perform better than those who feel
despised and neglected by the management. Finally, all the four articles have posited that motivation
is critical in enhancing both employee job performance and the overall performance of the firm.
The first article written by Lazaroiu (2015, p. 75) and the third fourth article written by Osabiya
(2015, p. 75) are purely based on secondary research, while the second article, written by Locke and
Latham (1990, p. 246) and the third article written by Azar and Shafighi (2013, p. 445) are based on
primary research. There is also a difference in approaches adopted in the four articles. The first and
the fourth articles are based on popular models of motivation and how they influence employee
motivation while the second and third articles are based on different theories and emphasize on
enhancing organizational behaviour along with employee performance. However, conclusions in the
four articles are based on findings from the research studies which shape the general essence of the
articles in the minds of readers. It is evident from the articles that there is a lack of understanding
concerning the exact conditions in which managers would be able to exercise the suggested theories.
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3. Practical implications for managers
Employee motivation serves a vital role in enhancing a firm’s success. Managers need to understand
their employees to treat them properly. Apart from extrinsic motivation like competitive
remuneration and security, employees also demand intrinsic motivation (Osabiya, 2015, p. 69). They
need to be respected and recognized for their contributions to the firm. Organizational leadership is
also a notable factor in ensuring employee motivation. When managers understand the interests of
their employees, they may be able to formulate appropriate strategies and ensure that individual
employees’ aspirations coincide with the goals of the firm.
It can be derived from the four articles that workers are essential assets of a firm and that they
perform better when they feel motivated. Therefore, managers must always strive to ensure that they
work with a motivated pool of employees. Employees are the most difficult organizational assets to
manage (Osabiya, 2015, p. 72). Such is because, they have different feelings, aspirations,
challenges, and strengths. Also, workers should be allocated duties that they are most proficient in to
improve their dedication. Managers are responsible for delegating responsibilities in the firm. While
conducting their delegation roles, they should ensure that each task is assigned to the most
appropriate employee with relevant skills to handle it.
4. Reflection on learning about this topic from articles and lectures
The four journal articles and the lectures that I have attended have enabled me to broaden my
understanding of employee motivation and organizational performance. I have learned that for
organizations to perform highly, its workers must be motivated. Also, reading the journal articles
have opened my blind eye on the forms of motivation. Initially, I held that employees are majorly
interested in material forms of motivation like proper remuneration and bonuses. However, upon
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attending the lectures and reading journal articles, I have learned that intrinsic motivation is also key
in enhancing employee performance. Therefore, when I become a manager, in future, I will use
intrinsic forms of motivation like appreciating the employees for doing challenging tasks,
recognizing individual employees for their outstanding performances and making employees feel
respected so that they stay dedicated to achieving organizational goals.
Concerning improvements from assessment three, I have tried to improve on my referencing in
Harvard Style. I have also identified all the relevant sources of information utilized in the report by
putting in-text citations report. Finally, I have improved on my sentence structuring as
recommended in the previous assessment.
5. Conclusion
In a nutshell, all four articles analysed in this assignment exhibit similar thoughts concerning
motivation and organizational performance. All the articles reveal that employee motivation is
essential in enhancing the performance of an enterprise. Also, the four articles recognize that two
forms of motivation- intrinsic and extrinsic are equally important for employees. Therefore,
organizations in their efforts to improve their workers' job performance, cannot adopt one form of
motivation and neglect the other. More importantly, employees need to be respected and recognized
for unique and challenging tasks they perform. Therefore, managers should respect and provide their
employees with an enabling environment to work.
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Reference List
Azar, M. and Shafighi, A.A., 2013. The effect of Work Motivation on Employees' Job Performance
(Case study: Employees of Isfahan Islamic Revolution Housing Foundation). International Journal
of Academic Research in Business and Social Sciences, 3(9), p.432-445
Lazaroiu, G., (2015) Work motivation and Organizational Behaviour. Contemporary Readings in
Law and Social Justice, 7(2), p.66-75.
Locke, E.A. and Latham, G.P., (1990) Work Motivation and Satisfaction: Light at the End of the
Tunnel. Psychological science, 1(4), pp.240-246.
Osabiya, B.J., 2015. The Effect of Employees Motivation on Organizational Performance. Journal
of Public Administration and Policy Research, 7(4), pp.62-75.
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