Introduction
The aim of the assignment is to develop an outline with the purpose of making suggestions for improving the involvement of employees. Hence, the paper has been divided into diverse sections that include a description of the importance of job involvement and the ways involvement of employees can be enhanced.
Factors that affect organizational performance
There are both internal and external factors that affect the performance of organizations. The paper discusses the employee related internal factors that make a significant impact on the performance of the organization. These factors include job satisfaction, employee involvement, and motivation.
Job satisfaction:
Job satisfaction is the level at which employees like their jobs does not mean high productivity. Factors that contribute to enhancing job satisfaction include lack of job stress, increased pay, reduced work-family conflicts, role related variables, and other job related factors (Aaron, 2008). The common perception is that the employees that are highly satisfied with their jobs are more productive as compared to the employees who are not productive. However, the fact is that the positive relation between job satisfaction and performance is not definite. It is not pivotal that satisfied employees have high productivity and therefore, height organizational performance. According to multiple researchers, job satisfaction refers to the comforts level of employees they have in their old shoe. Such employees are not fashionable and reluctant to change, hence have lower productivity (Judge et al., 2001).
Employee involvement
Definition:
Employee involvement refers to the participation of employees in decision making process and in the overall process of achieving the mission of the organization and meets its objectives through applying expertise, ideas, and efforts. In today’s competitive arena, organizations are seeking towards employees for their input in decision making that just not affect the organizational performance, but employee well being as well.
Importance of employee involvement:
Employee involvement can be understood by understanding the difference between employee engagement and employee involvement. Engaged employees are those who understand the organizational goals and put their efforts in achieving those goals as directed by the organization. However, involved employees are not limited to understand the mission and objective of the company, but they make a contribution to the process of decision making.
Motivational factors that drive employee involvement
For the attainment or enhancement of employee involvement with the organization, companies use diverse motivation techniques. Motivation and employee involvement have a strong and positive relation. It has been determined that it is not essential that if one technique of motivation enhances the job satisfaction and involvement of one employee will work similarly for other. Therefore, organizations for enhancing employee involvement adapt diverse motivation models such as job design, job enrichment, flexible timing, and job rotation. Some other motivational factors can be retirement benefits, health benefits, and increased salary benefits. Employee involvement can be derived through motivating employees in financial manners and non-financial manners. It has been determined that non-financial factors are more influential as compared to financial when comes to enhancing employee involvement. Cummings & Worley (2014) in their book described power information improvement, knowledge, and skills improvement and rewards as motivational factors that promote worker involvement. People must have authority to make a decision related to their work, as it helps employees in resolving multiple work related issue. When employees have the power to take decisions regarding their daily work, they get involved with the organization (Cummings & Worley, 2014).
For making effective decisions, it is crucial that employees have access to necessary information. The environment of the free flow of information enhanced the performance of employees, and they feel satisfied that lead them towards involvement. For the promotion of the behavior of involvement, it is essential that employees have proper skills and knowledge. Companies through offering training and development programs enhance their skills and capabilities that encourage employees to participate in decision making process, perform their tasks in well organized manners, and solve problems effectively. Beyond all the factors the one important factor for which people work hard is recognition. Rewards can make a powerful impact on getting employees involved in the business. Giving employees meaningful opportunities can serve employees with inner reward; for example, the feeling of accomplishment and self-worth (Cummings & Worley, 2014).
Describing non-financial factors and motivating elements for enhancing employee involvement do not mean that financial factors do not play any role in involving employees. Financial motivational incentives such as promotion and pay increment can reinforce employee involvement, but they influence employees when they are directly associated performance results (Cummings & Worley, 2014).
Conclusion:
The major purpose of the paper has been to examine the motivational factors that contribute to enhancing job involvement. For the attainment of the purpose, the paper has been distributed into three sections. The first section describes the concept of job satisfaction. The second segment discusses the topic of employee involvement and its importance. However, the last section defines the motivational factors both financial and non-financial that help organizations in getting employees involved with the organization.
References
Aaron, T. (2008). Job Satisfaction and Intent to Leave the Profession of Athletic Training. ProQuest.
Cummings, T. G., & Worley, C. G. (2014). Organization Development and Change. USA: Cengage Learning
Judge, T. A., Thoresen, C. J., Bono, J. E., & Patton, G. K. (2001). The job satisfaction–job performance relationship: A qualitative and quantitative review. Psychological Bulletin, 127(3), 376-407.
