Analysis of Employee Motivation in Human Resource Management

This report analyzes a case study concerning an employee named Jim, whose performance declined due to a perceived lack of motivation and rewards within the organization. The analysis highlights the importance of recognizing employee contributions, ethical behavior, and discipline. The study emphasizes the need for changes in organizational culture, specifically advocating for a psychological approach and democratic leadership style. It suggests that HR managers should understand employee viewpoints, implement policy changes, and foster an environment where employees feel valued and can express their opinions. The report recommends strictness regarding employee discipline, rewarding contributions, and involving employees in decision-making to improve motivation and overall organizational success. The references provide additional context and support for the analysis, focusing on quality management, human resource management, employee performance, and strategic human resource practice implementation.

Running head: HUMAN RESOURCE MANAGEMENT
Human Resource Management
Name of the Student
Name of the University
Author Note

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It can be suggested from the case study that Jim has been a very good and sincere
employee from his performance and overall record. In the first 9 months of the year, he was
regarded as the model employee for the organization. After these 9 months, the performance of
Jim began to slow down as he began to come to office late and he could not meet his targets
during the last three months. Something must be wrong with him as he was not able to deliver
the best performance as he did for the first nine months.
Many sessions had been taken with him and these conversations pointed out that he was
not able to get the proper motivation because of lack of rewards. His efforts and his performance
were not valued by the managers (Noe et al., 2015). He was very punctual unlike most other
employees in the office. He observed many of his colleagues came in late to office and still got
appreciations. He believed in the principle of ethical behavior, discipline and morality.
He thought these things were not effective enough to raise the reputations of the
particular organization (Shields et al., 2015). Therefore, he began to follow the footsteps of his
colleagues afterwards. The meetings and conversations with the HR department revealed this
lack of motivation was the primary reason for Jim to not work in the manner he used to do before
(Goetsch & Davis, 2014).
In this context, it must be highlighted that the overall organizational culture and
employee relations would have to be changed. The psychological approach will be very
important for the HR department to follow in case of Jim (Noe et al., 2015). The ideologies and
viewpoints of Jim should be understood by HR managers of the company and bring in some
policy changes if needed. The question of discipline within the organization should also be
treated in proper ways (Sikora & Ferris, 2014). If Jim observes his colleagues to come in time

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and deliver their best performances, it would make him satisfied and he will perform at his best
level again.
The negative feedbacks received by the HR department too. They found out by indulging
in conversation with Jim that thoughts and feelings of employees were suppressed within the
organization. If the freedom of expression is taken away, employees will also lose their interest
in their job and responsibilities (Sikora & Ferris, 2014). Thus the managers of the company must
engage in the democratic leadership style that would all the employees to show their freedom of
expression. Model employees like Jim should be permitted to voice his opinions on the decision
making approach. This would definitely provide him with the confidence and he might think this
is the reward for his employee behavior and his contributions towards the organization.
The process of more engagement with the employees and valuing their opinions will
definitely leave Jim with motivation. Therefore, the company managers must be strict in the
question regarding employee discipline and reward them for contributing to organizational
success by letting them take part in the decision making process and include ethical dimensions
towards their behaviors.

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References
Goetsch, D. L., & Davis, S. B. (2014). Quality management for organizational excellence. Upper
Saddle River, NJ: pearson.
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2015). Human resource
management. Gaining a Competitive.
Shields, J., Brown, M., Kaine, S., Dolle-Samuel, C., North-Samardzic, A., McLean, P., ... &
Robinson, J. (2015). Managing employee performance & reward: Concepts, practices,
strategies. Cambridge University Press.
Sikora, D. M., & Ferris, G. R. (2014). Strategic human resource practice implementation: The
critical role of line management. Human Resource Management Review, 24(3), 271-281.