Stimulation of Employee Performance - Paper Example

Introduction

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Contemporary research indicates that there is a need for a paradigm shift from the conventional belief that stimulation of employee performance may only be linked to incentive payment frameworks. It has now emerged that personal enticements are unique rewards while the most convenient approach would be the adoption of recognition distributions, which allows for the objective assessment of performance. As a result, traditional methods of motivation have transformed into being archaic and obsolete which are perceived as hinging on unfounded anecdotal findings. Studies indicate that there is the need to meet particular needs of workers, which act as a catalyst towards alignment of personal objectives with the goals of the firm, and this notion forms the basis of the philosophies focused on developing efficient methods for sustaining employee enthusiasm. Consequently, this paper focuses on providing a critical analysis of the theories of motivation, which would ideally culminate in the development of positive approaches geared towards inspiring excitement in the personnels work environment.

Comprehending the Concept of Motivation

The conception of the working mechanisms of motivation has proven to be instrumental especially to managers who are mandated with the duty of deciding which actions may be undertaken in a bid to encourage employees. In simple terms, motivation may be defined as the act of igniting a spark, which is the underlying factor that is responsible for stimulation and may comprise of attitudes towards a particular job or life events. Behavioral psychologists define motivation as the penchant of behaving in a decisive manner to achieve the unmet needs, which are coupled with the desire of accomplishing personal, organizational objectives (Nohria, Groysberg & Lee, 2008, 80). Additionally, the optimization of a workers allows him to develop a connection with the firm whereby if the manager is willing, the employee is advanced incentives for meeting personal goals and the aims of the company. Research focusing on motivation techniques has exemplified the necessity of satisfying employees individual needs as it has emerged that workers illustrate ambition-driven behavior to meet their personal needs. For instance, an employee who regularly walks around the office while engaging colleagues in a conversation perhaps embodies the need for companionship and talking to people is seemingly the ideal way to placate this urge. Accordingly, propositions were made by scholars on the possible theoretical models that may be applied in the quest for motivating employees, and they comprise of Herzberg's two-factor theory, Maslows hierarchy of needs, the ERG theory and the McClellands acquired needs principle.

Maslows Hierarchy of Needs

The above philosophy is based on the premise that the needs of human beings are ranked in a chronological manner which implies that there are basic needs which are significant contributors to the very existence of man. As we continue to satisfy our basic needs, we venture into unchartered waters where we commence gratifying higher order needs. Hence, a cycle is established that once lower level needs have been met, they no longer serve as a motivating factor and it is only prudent for an individual to source for new channels that would warrant inspiration.

The most rudimentary of Maslows needs integrates physiological needs such as water, biological needs, and food. Lack of these necessities may overwhelm other desire and instead divert attention towards sustaining the immediate wish. For instance, the perpetuity of pangs of hunger compels human beings to look for food and in extreme cases rummage through trash cans or even beg for a meal. Once this desire is adequately met, the search for food comes to a halt as a person now turns his attentions to other matters. Maslow further argued that the fulfillment of psychological needs leads to the concern for safety where individual questions potential impending danger as well as addressing future uncertainties (Sadri & Bowen, 2011, 46). Social needs also form a component that has an influence on our existence due to our emotional tendencies where we need to love and to feel loved which leads to long-term commitments in relationships. The desire for interpersonal interactions leads to a dependency, and lack of it may lead to impaired cognitive processes, which may act as a deterrent towards establishing human motivation. The satisfaction of social needs leads to the blossoming of ones self-esteem alongside earning him respect amongst his peer, which makes one feel more appreciated (Jerome, 2013, 41). The pinnacle of the hierarchy of needs encompasses the necessity of self-actualization where one has reached the optimal capacity of his being. In this stage, one is keen on developing a new set of proficiencies by taking on new challenges that would guarantee the achievement of life goals.

Maslows concepts have been found to be ideal for application in an organizational setting as the concrete comprehension of peoples needs provides insights into understanding their functionalities. In essence, the hierarchy of needs presents a systematic way of contemplating about the diverse needs of workers at a given point in time while explaining different reactions yet same treatment was administered. One may analogize that an employee who is particular about their self-esteem would find pleasure when his supervisor pay him complements for a commendable job (Kaur, 2013, 1062). Under contrary, an employee who is more interested in meeting social needs would refrain from receiving praise from the upper-level management inform of his peers as it may sow discord within the team. As such, managers have discovered that the physiological needs of employees may be met through monetary compensations, which may extend towards safety by ensuring the provision of house allowance. Additionally, availability of perks such as health insurance policies and retirement plans offered by the company help in cementing the job security status. Social needs may be met by providing a conducive environment to facilitate collaboration between teams so as to form a communication strategy that would eliminate bottlenecks within the organization system. The recognition of a persons accomplishment through formal reward systems, verbal congratulations and conferring job titles helps ensure that the employee has attained the highest status which leads to esteem satisfaction (Lazaroiu, 2015, 100). Self-actualization needs may be met through creating as provision for career growth and development including taking on tough assignments that inspire adventure. In the long run, the organization ensures that its workforce remains highly motivated which leads to a culture of consistent delivery of results.

ERG Theory

The above philosophy illustrates a modification of Maslows hierarchy of needs that was founded on paradigms from several empirical tests on a novel concept of human needs. Clayton Alderfer made the proposition that basic need may be broadly categorized into three components namely relatedness, existence and growth (Islam & Ismail, 2008, 345). Existence may be equated to safety, psychological needs while relatedness tallies with social needs and growth may be related to self-actualization. The ERG theory uses a subtle approach, which is a slight deviation from the propositions of Maslow-like the needs of people, is not ranked in any defined order. Besides, there is the premise that more than one need may be in effect at the same time through the employment of frustration-regression postulation (Tsai et al., 2007, 160). This aspect implies that when the quest of a person attempting to satisfy one need is challenged, he opts for another alternative. In a business setting, an employee who does not see any advancement regarding career goals may revert to relatedness and divert their attention towards socializing with colleagues at work. Consequently, the inference would be that individuals need to recognize that more than one need may be propelling their behavior and serve as a source of inspiration.

Two-factor Theory

Frederick Herzberg conducted a survey on motivational factors amongst employees, and he concluded that the ergonomics of the work environment that satisfy employees are quite different from the ones, which are not to their liking. For instance, the demotivation amongst supervisors from Finland was identified as hygiene factors, which comprised of elements that sustained job performance as opposed to the job. Hygiene factors may be identified ass supervisory frameworks, working conditions, wages, company policy and job safety (Lundberg, Gudmundson & Andersson, 2009, 892). An appropriate example would be that persistent harassment at the workplace including extremities in weather conditions would result in misery on the part of the employee. These dynamics are seemingly trivialized but have a significant impact once they are removed.

Conversely, motivators have been identified as being pertinent to the job and comprise of achievements, innovativeness, advancement, augmented responsibilities, and growth opportunities. This ideology holds that motivators are the ideal conditions that ought to be present to stimulate the staff to work even harder. The duality concept in this theory mainly revolves around job satisfaction and motivation such that participants responses insinuated that they attributed the causes of satisfaction to their ego while what dissatisfied them was blamed for their predicament. In the long run, the categorization of factors as being hygienic or motivational is no mean feat as it creates controversy in the sense that monetary compensation should be viewed as a symbolic value of an individuals hard work rather than just a hygienic factor (Dartey-Baah & Amoako, 2011, 5). In the same light, the type relations between manager and workers may determine the magnitude of responsibilities, their potential, and the interest in work. Nonetheless, these limitations may be overlooked in effect to institute measures that are aimed at improving the overall environment, which certifies motivation for employees. Modern day managers have adapted innovative measures such as the institution of teamwork within departments where there are constant brain storming sessions that lead to the empowerment of employees.

Acquired-needs Theory

According to David McClelland, the underlying notion is that individuals acquire three different types of needs that emanate from life experiences and has received an enormous amount of support. These requirements include the need for affiliation, need for power and need for achievement. It is assumed that people possess a combination of these needs and that the dominant needs, are the propagators of behavior. One unique methodology that was used is referred to as the Thematic Apperception Test (TAT), which identifies the dominant need (Ankli & Palliam, 2012, 8). The measure entails giving subjects an ambiguous photograph upon which they are supposed to offer their opinions, which are captured in narrative form. Besides, the subsequent statements help portray how the mind works and what elements motivate a person to perceive things in a certain manner. Accordingly, if a participant's statements were filled with themes of prosperity, brilliance in ideas and meeting deadlines as those who have an affinity for achieving things ultimately portray facets that are inclined towards success. As a result, they...