Motivation and job satisfaction of the employees influences the performance of an organization. In order to achieve job satisfaction, the employer must offer certain resources, compensation, benefits and rewards to motivate the employees to work in a better way. A trustworthy leadership, opportunities for career advancement, regular feedback on areas are improvement, monetary rewards, a joyful working environment are all the motivating factors that lead to employee performance . Lack of motivation causes performance issues that affect the organization in an adverse way. Motivation mobilizes the employees to accomplish the tasks and goals of an organization. It is a crucial factor, which influences the employees’ actions and work performance. Dissatisfied employees are a central issue to the organization as they put in little or no effort in their job and find every reason to refrain from their work and the workplace . They also produce low quality work and look for all ways and means to exit the organization.
Performance issues such as delay of work and errors in the work cost a business in huge amounts. Poor prioritization of tasks, timing and work schedule are the main reasons for the delay of work, which affect the performance of an organization. Refraining from work through absenteeism, early logouts, excess breaks and misuse of sick leaves also affect the job performance . Other performance issues that result from motivational problems are failure to meet the quality standards, dissatisfaction from the clients, inappropriate methods of work and wastage of work resources. Inappropriate behavior due to poor attitude results in performance issues, such as lack of cooperation, unwillingness to handle a responsibility, failure to follow work instructions, insubordination and resistance to organizational policies . Performance issues due to lack of motivation also include sarcasm, informal communication with colleagues, unnecessary conflicts and improper physical behavior.
The following example explains about the impact of performance issues on a company. Michelle, an employee of a company repeatedly refused to assist the clients and showed a bad attitude towards the company. The manager fired Michelle for her history of bad performance, despite which Michelle sued the company. In the court hearing, the manager could not provide a written documentation of Michelle’s performance issues. The annual performance reviews of the employee were good, and the company lost the case as there was no specificity regarding the termination of the employee. The company would have won the case if the manager dealt with the performance issues of the employee at the initial stages. The possible options are to provide a feedback or motivate the employee in terms of rewards for her positive contribution to the organization . Confidence plays a major role in enhancing employee motivation. Lack of confidence makes the employees feel lost and uninterested towards the work.
Frederick Herzberg's motivational theory gives an account of different factors that lead to satisfaction or dissatisfaction of employees at the workplace, which affect the job performance. He proposed a two-factor theory that helps to understand the performance issues and resolve with the implementation of motivating factors. He also gives an account of the role played by social responsibility and ethical management in an organization. In his theory, Herzberg focuses on hygiene needs and motivators as the major factors of performance issues. While hygiene needs minimize dissatisfaction, motivators enhance job satisfaction and improve performance by meeting the needs of the employees . Herzberg feels that poorly organized companies fail to understand that the motivating factors of employees are not merely hygiene needs, such as salary, working conditions, security, personal life, policy, status and cordial relationship with the supervisor and the subordinates. According to Herzberg, true motivators are responsibility, recognition, achievement, work and advancement.
Motivating the employees and improving their job performance is possible through the influence of internal factors that constitute an important source of job satisfaction and job performance. In reference to money, Herzberg mentions that salary is a necessity and the primary motivating factor . However, there are several employees, who consider better opportunities for promotion, challenging work, exciting work place and varied work as the motivating factors. Herzberg's motivational theory provides solutions to resolve the performance issues and enhance employee satisfaction and motivation. Unnecessary and unclear policies framed by the organization are the major sources of frustration to the employees. Hence, Herzberg suggests the policies to be fair and equally applicable to all the employees. Updating the policies from time to time helps to improve the work environment. A supervisor plays a major role in motivating the employees. In his theory, Herzberg advises the supervisors to provide a positive feedback to the employees whenever possible to ensure that no employee feels isolated and offended with the feedback .
Interpersonal relations with other employees during breaks help to maintain a good-fellowship and develop a sense of teamwork. Maintaining a cordial working environment with sufficient equipment and facilities offers a personal space to the employees and motivates them to work harder. Herzberg’s theory assumes that a majority of the employees want to work sincerely in the organization. It is important to set standards and goals that are achievable by the employees to enhance their confidence and bring out their talent at work. On the other hand, overloading the job with unreachable challenges discourages the employees. Herzberg feels that recognizing the employees for their hard work and achievement through a bonus or a formal recognition helps to motivate the employees and work in a better way . From his observations, Herzberg came to a conclusion that motivating the employees by giving enough power and freedom to carry out their tasks and providing opportunities for additional responsibilities makes them feel privileged and increases the overall performance of the organization. Another factor proposed by Herzberg is to promote the employees for their performance and loyalty in the company by offering advancement in their current position . Herzberg’s theory is a starting point, which creates an environment to promote job satisfaction and job performance in the organization.
Works Cited
Herzberg, F., Mausner, B., & Snyderman, B. B. (2011). The Motivation to Work. Transaction Publishers.
Jackson, S., Schuler, R., & Werner, S. (2011). Managing Human Resources. Cengage Learning.
Miner, J. B. (2007). Organizational Behavior 4: From Theory to Practice. M.E. Sharpe.
