Managing Employee Motivation and Performance

supranational BURCH UNIVERSITY FACULTY OF ECONOMICS DEPARTMENT OF precaution MANAGING EMPLOYEE MOTIVATION AND PERFORMANCE RESEARCH newspaper publisher by Nedzad ISAKOVIC Project Supervisor M. A. Edin SMAJIC SARAJEVO April, 2012 circumscribe 1. Introduction2 1. 1. The indigence edge2 1. 2. Wath Managers Do In manage2 2. motivating by Structuring tasks to clear Them Interesting3 2. 1. melodic line Design3 2. 2. excogitate Enrichment and trick Enlargement3 2. 3. The Job Characteristics Model4 3. Conclusion5 4. References7 1. Introduction motive is defined as the process that initiates, guides and principal(prenominal)tains goal-oriented behaviors.Motivation is what ca utilises us to act, whether it is getting a glass of water to reduce thirst, reading a throw to gain intimacy or execute some specific communication channel grant to get pay. Why is the pauperism of employees so authorised at the attainplace? It is important for motorcoachs because it determines in dividual instruction execution of the dallyers along with mightiness of the schoolers and work environment. The most(prenominal) ch altogetherenging part for manager to control of these three is motive. someone behavior is a complex phenomenon, and the manager rents to enter the core of the antic if he is going to solve it. 1. 1. The Motivation ProcessThe motivating process progresses through a series of discrete steps. Content, process, and funding perspectives on motivation address distinguishable split of this process (Griffin, 2008). Content perspective tries to determine what factor or factors be active spate. The most popular content theories atomic number 18 Maslows hierarchy of take aways, the ERG theory and Herzbergs two-factor theory. Process perspectives on motivation explore how the motivation process works and how it occurs. They try to determine out why good deal sealed behavior options to fulfill their needs and how workers estimate their satis factions after their decisions.Theories of process perspectives ar forethought theory, equity theory and the newer attri aloneion theory. The rein fightment perspective tries to run into out which factors force employees to continue being incite. It tells us that employees go a panache repeat the behavior for which they ar advantageed, and they wont repeat behavior for which they ar punished. Reinforcement perspective uses positive reinforcement, avoidance, punishment and extinction as tools to keep employees displaced. These argon serious theories which help managers to determine what to do in practice. 1. 2.What Managers Do In Practice The most shared thought and dodging among managers in practice is that money motivates. Because of that managers use large variety of reward systems such(prenominal) as merit reward systems, motivator reward systems and team reward systems to rectify motivation and realizeance of their employees. Their assumption is cover and employe es do re every last(predicate)y perform breach when they know that they pull up stakes receive to a greater extent(prenominal) money for their meliorate performance. But a nonher(prenominal) question arises How long will the improved performance last if money is appoint motivator?The answer is that it wont last long. The studies strike shown that individuals mother puzzle recalling the bonus they receive and it does not face to absorb the same contact it did in spite of appearance the foremost few weeks or months of receiving it. Thats because money, in and of itself, will not continuously motivate individuals. Employees are motivated more than more if money rewards are combined with reference and with improved calling design. Another chore that arises from using the money as a key factor of motivation is that it costs.The companies need to give large amounts of money to employees as bonuses and there were some(prenominal) cases where bonuses are actually larg er than annual salaries of some employees. This becomes a real problem if company wants to descend the amount of bonuses employees receive. Employees become more dissatisfy and unmotivated because they are used to have large bonuses, so their performance move quite a lot. My opinion is that the ruff way to motivate employees to perform pause is to design telephone lines by making them more appealing to mess. 1. Motivating by Structuring Jobs to Make Them Interesting 2. 3. Job DesignThis border on of motivation is directed at amend the inwrought nature of the work performed by ever-changing the design of the occupation. Job design is bear on with structuring reflects in order to improve fundamental law efficiency and employee hypothesize satisfaction (Snell/Bohlander, 2007). Employees straightaway engage in repetitive movements, which they find highly routine and monotonous. Not surprisingly, people became bored with such caprioles and their performance go with time . Fortunately, todays organizational scientists have give several ways of designing jobs that arent just efficient, but are also pleasant and motivating.Job enlargement and job enrichment are two approaches that improve motivation by changing job design. 2. 4. Job Enlargement and Job Enrichment One of the first modern approaches to redesigning jobs suggested that boredom of employees by benignant in highly repetitive jobs could be minimized by having people perform an increased number of different tasks all at the same level. This approach is know as job enlargement (Greenberg/Baron, 2008). Because of this approach employees dont need high skills or have high(prenominal) responsibility, but perform more different actions at the same level.Changing job in this way is an increase in the horizontal job loading. Several studies showed that job enlargement is truly useful way to increase employee job satisfaction and employee boredom at the workplace. A more effective approach, job enrichment, gives employees not only more jobs to do, but more tasks to perform at a higher level of skill and responsibility (Greenberg/Baron, 2008). The main idea of job enrichment is making jobs more interesting to people so that they will be more highly motivated to perform them.Job enrichment gives employees the opportunity to take greater control over how to do their jobs. Because people performing enriched jobs work at higher levels than others, this approach increases a jobs vertical job loading. Even the job enrichment is successful it has some problems in death penalty. first base one is difficulty of implementation because it is high-ticket(prenominal) to redesign existing facilities. Second problem is lack of employee acceptance because not all employees are ready to accept the changes in their job accomplishment and higher obligations for the work they perform. 2. 5. The Job Characteristics ModelIn previous text I stated that employers should enrich the jobs, but I failed to specify precise what elements of a job need to be enriched for it to be effective. Job characteristics determine answers this question. It assumes that jobs can be knowing so as to help people get enjoyment out of their jobs and assist about the work they do (Greenberg/Baron, 2008). It tells us how jobs can be redesigned to help employees tactile property that they are doing meaningful and valuable work. The model specifies that enriching certain elements of jobs influences employees psychological states in a manner that increases their work effectiveness.It identifies tailfin core job dimensions that help stool three critical psychological states, prima(p) to several beneficial individualised and work outcomes. The five critical job dimensions are skill variety, task individualism, task significance, autonomy, and feedback. acquirement variety shows us how some different tasks the employee performs using several of his skills and talents. assign identity shows us how much is employee involved in one piece of work, from beginning to end. Task significance shows us how much impact employees work has on others.Autonomy shows us how much freedom employees have in planning and performing jobs as they wish. Feedback shows us how much the job allows employees to know is their performance efficient enough. The model tells that these various job dimensions have important effects on many critical psychological states. gang of these job dimensions have effect on experient meaningfulness of the job performed, which is accordingly experienced as highly important, valuable and worthwhile. Job dimensions also determine how much employees are personally responsible and accountable for their work.When they are free to decide what to do and how to do it they feel more responsible for their work. Finally, these job dimensions impact employees knowledge of the results of their work. When a job is designed to provide employees with education about the eff ects of their actions, they better view how effective they are and such knowledge improves their effectiveness. These critical psychological states affect personal and work outcomes such as feelings of motivation, the persona of work performed, satisfaction with work, absenteeism and turnover.The higher these psychological states are, the more positive the personal and work benefits and outcomes will be. The job characteristics model is highly applicable and it has high and positive results. The employees that respond best to this model are the ones which have high need for personal developing and development. The model has been focus of many confirmable tests, most of which are supportive of many aspects of the model. One study conducted among a collection of South African clerical workers found particularly strong support for the job characteristic model (Greenberg/Baron, 2008). . Conclusion In my opinion altering employee motivation by changing job design is much more produ ctive and better than improving motivation by incentive reward systems. It is true that inducing motivation by changing job design has several problems, such as difficulty of implementation and lack of employee acceptance, but these problems are easier to vote down than problems that occur when companies use money to motivate their employees. Incentive reward systems have problems beside the incredibly high costs to organization.These systems may tip to lower job satisfaction as the employees work until they reach their limit and then they become unhappy. They can also give rise competition within the organization and abrogate cooperation among employees. Employees cannot be treated just as machines and the money they receive for their work just isnt enough to satisfy them. They need recognition for their work and they need to come across that the work they do is meaningful and worthwhile, and this is the affaire that job design allows them to have. They feel value and fulfi lled and, at the end, motivated to perform the best they know. . References Ricky W. Griffin (2008). Management (9th strain ed. ). Houghton Mifflin Company. Jerald Greenberg Robert A. Baron (2008). Behavior in Organizations (9th version ed. ). Pearson learner Hall. Luis R. Gomez-Mejia David B. Balkin Robert L. Cardy (2007). Managing Human Resources (5th Edition ed. ). Pearson Prentice Hall . Scott Snell George Bohlander (2007). Human Resorce Management. Thomson. http//psychology. about. com/od/mindex/g/motivation-definition. htm , http//www. entrepreneur. com/article/202352