MEMORANDUM
ABC Company has for a long time been the leading marketing company nationally. However, the current analysis of this company's performance has revealed that it is not performing to its optimum potential. The need to improve the employees' performance has prompted the research teams to develop various proposals to help us achieve this ultimate goal. I take this opportunity to inform you that a study will be conducted to determine the role of management in the motivation of employees and the effectiveness of the motivational strategies used in ABC Company. In addition, there will be a discussion on the importance of motivation at ABC Company to develop a better motivational tool thatto help this company revive and re-establish itself. The members would be expected to cooperate during the study. They would also be expected to give accurate information to establish the right intervention measure.
In closing, I would like to say that the success of this proposal shall depend on your cooperation. I believe that achieving this proposal's objective shall propel the company's organizational performance to higher levels. Please let me know if you have any questions or comments.
Summary
ABC has long been rated as the best marketing company in the country. This performance has been attributed to the tireless effort of the employees. However, in the last two years, the annual general meetings have revealed a significantly low turnover, and the profits generated have significantly reduced. The research team, in collaboration with the management, has been working tirelessly in trying to find out what might be the problem. For a long time, this company has been assessing human resources management by assessing their performance and implementing a good salary system. This form of management has been successful until recently when despite a good salary system, the general performance has been unappealing.
The company is therefore committed to establishing a better motivational tool that may help counteract the company's current state. A study on a correlation among corporate productivity, performance assessment system, and motivational strategies will be conducted to find information necessary for the formulation of appropriate strategies necessary for improving the company's performance.
A survey with multiple choice questions will be conducted to elucidate the correlation among various factors acting on companies. In order to obtain as unbiased answers from responding companies as possible, the survey questionnaires should be as innocuous as they can be.
In the survey conducted, the respondents will be allowed to choose more than one answer to each question to minimize any interference or control by the surveyors. The obtained answers to the questionnaire are then subjected to analysis. An initial proof that the proposed methodology works would be shown in terms of correlation coefficients showing the correlation between corporate productivity against the performance appraisal system and motivation system.
The data collected shall be presented with graphs, pie charts, or tables. The conclusion made shall form a base through which the motivational process shall be prioritized. The findings and recommendations shall then be announced to the staff members so that they know the relevance of the new research and ensure that they cooperate accordingly to the new adjustments.
Purpose
The current era is full of external stimuli from different sources such as media, the internet, and people. These stimuli tend to fix any individual to a certain pattern, which he or she may not afford or sustain. This would eventually create stress for such a person, leading to poor performance in the organization. However, through appropriate motivation, such individuals can be made to understand themselves and how they can always be themselves without being swayed away. This research is to determine and provide a better art of motivating workers by basing on psychological motivation.
The Scope
The scope of this study is limited to large-scale organizations. This is because the study requires highly trained personnel and statisticians who can conduct the appraisal accordingly to avoid wrong intervention.
The Problem
The fact that every employee has different needs and desires implies that the nature of motivation used to motivate such employees should cater to these specific needs if the organization's productivity is expected to improve. This is because an employee's work productivity is affected by their needs. Managers should also acknowledge the differences in behavior among members and understand the motivation that each member expects.
This era of information explosion has brought about some advantages as well as disadvantages. A lot of information is being passed on how to motivate workers, but this information is meant only for some specific big organizations that can give out rewards to their workers without any loss. However, these organizations still cannot realize their optimum potential. It implies that the systems of performance appraisal are poor, and the motivational strategies cannot satisfy the needs of the employees. Due to this, this paper finds its base in researching the motivational ways that can be used to improve the status nationally.
Hypothesis
There is a close correlation between corporate productivity, performance appraisal system, and the motivational system employed.
Assumptions of the Study
The research assumes that the current poor performance of the company is attributable to the inadequate motivational system and that the era of information explosion is negatively impacting the worker's performance, and hence the need to adjust the motivational system accordingly can solve the current problems experienced by the company.
Limitations of the Research
Adopting several motivational systems and conducting performance appraisals is extremely expensive. Due to this, the research would only be significant for large companies.
Literature Review
Performance appraisal systems have a vital role in the organization's success (Latham, 2007). This is because it forms an important mechanism for controlling the organization, where employees can view their performance in the immediate past and take concrete actions for improvement. It also provides important information for human resource management to create fair and correct decisions regarding intervention measures, promotions, incentives, training programs, and career management (Goble, 1970). Companies typically require different performance appraisal systems tailored to the needs of their functions and processes.
For appropriate motivation, appropriate performance assessments must be done (Goble, 1970). Especially the provision of feedback to enable employees to learn how they worked; setting specific goals about what employees should do; team building to enable employees to participate with colleagues and managers in solving problems that hinder productivity, and monetary incentives that reward good performance.
According to Maslow (1954), three factors affect performance: 1) individual factors such as ability, skill, family background, and experience of employment, social and demographic levels. 2) Psychological factors like perception, roles, attitudes, personality, motivation, and job satisfaction. 3) Organizational factors, including organizational structures, job design, leadership, and reward systems.
Most organizations are using different modes of performance appraisal. Compensation is one of the most common. Compensation refers to the benefits received by employees for services rendered to the company, including financial benefits like salary, wages, incentives, bonuses, insurance, allowances, and non-financial benefits like the work environment and payroll systems. These rewards can motivate some employees but not all (Maslow, 1943). Employees will be motivated to perform better when they feel the benefits meet their internal and external needs. Companies must realize that their compensation system affects employee motivation. Per equity theory (Oliver, 1974), the most motivated employees perceive their rewards as equal to their contributions. Feeling rewarded comparably to peers means being treated fairly. Conversely, Maslow's hierarchy of needs states that motivation stems from meeting human needs in a certain order. Although these theories attempt to explain motivation, they may not be feasible today. This research aims to provide a more practical motivational approach to address the limitations of other theories.
Research Design
This study will use a qualitative design with a questionnaire covering various aspects of performance appraisal and motivational systems to collect employer perspectives on motivation and its influence on productivity. Productivity levels will be determined via a balance sheet review. Spearman rank correlation coefficients will determine the correlation between productivity, performance appraisals, and motivational systems.
Data Presentation
Collected data will be presented in simple graphs, with the y-axis showing agreement levels on performance appraisal and motivation aspects. The graph will reflect that a nurturing environment where contributions are valued is more important than rewards.
Strong retention correlates like pride, affinity for the work, leadership, trust, and teamwork indicate appropriate rewards should create an overall positive environment for employers and employees. Individual employee agreement levels on motivational aspects will be determined through survey questions.
References:
Goble, F. The Third Force: The Psychology of Abraham Maslow. Richmond, Ca: Maurice
Bassett Publishing, 1970. Pg. 62.
Herzberg, F., Mausner, B., & Snyderman, B. B. (1959). The motivation to work.
New York: John Wiley & Sons.
Latham G, (2007) ‘Work Motivation-History, Theory, Research and Practice’ Foundations
for Organizational Science, Sage Publications California
Maslow, A, (1943) A Theory of Human Motivation, Psychological Review 50(4):370-96
Maslow, A. (1954). Motivation and Personality. New York: Harper. pp. 236
Oliver, R. (August, 1974). Expectancy Theory Predictions of Salesmen’s Performance.
Journal of Marketing Research 11, 243-253.
