Impact of Motivation on Employee Job Performance
CHAPTER ONE
1.1 INTRODUCTION
There are three factors in every organization. These factors are; culture, structural and resources-material and human. Human resource is the pillar of every organization. They are led by managers who control, plan, coordinate, direct lead and organize other resources to achieve the objectives of that establishment.
The job of a manager in the workplace is to get things done through employees. To do this the manager should be able to motivate employees adequately. By observing what someone says or does in a given situation, one can draw reasonable inferences about his or her underlying motivation.
Motivation is a decision-making process, through which the individual chooses the desired outcomes and sets in motion the behavior appropriate to them. Motivation is defined as an urge in an individual to perform goal directed behavior. Therefore, motivation cannot be inflicted from outside but it is an intrinsic desire in a man to achieve the target goal through performance or activity.
According to a model by Herzberg, “motivation is influenced by maintenance and motivational factors. Important motivational factors are the work itself, achievement, growth, responsibility, advancement and recognition. These are primary intrinsic motivators rather than extrinsic ones”.
In recent times there has been a great challenge in the area of employee motivation. This challenge is due to rapid changes in the operating environment of almost all organizations. Workers would like to work at places where there are good motivational packages. Motivation has engrossed the mind of most managers who are concerned with what should be done to achieve sustained high level of performance through people. Therefore, motivation is very significant in the achievement of every organization’s growth. 1.2 STATEMENT OF THE PROBLEM
It is generally accepted that motivation has a positive correlation with employees’ performance. Motivation is a term that most employers have
1.1 INTRODUCTION
There are three factors in every organization. These factors are; culture, structural and resources-material and human. Human resource is the pillar of every organization. They are led by managers who control, plan, coordinate, direct lead and organize other resources to achieve the objectives of that establishment.
The job of a manager in the workplace is to get things done through employees. To do this the manager should be able to motivate employees adequately. By observing what someone says or does in a given situation, one can draw reasonable inferences about his or her underlying motivation.
Motivation is a decision-making process, through which the individual chooses the desired outcomes and sets in motion the behavior appropriate to them. Motivation is defined as an urge in an individual to perform goal directed behavior. Therefore, motivation cannot be inflicted from outside but it is an intrinsic desire in a man to achieve the target goal through performance or activity.
According to a model by Herzberg, “motivation is influenced by maintenance and motivational factors. Important motivational factors are the work itself, achievement, growth, responsibility, advancement and recognition. These are primary intrinsic motivators rather than extrinsic ones”.
In recent times there has been a great challenge in the area of employee motivation. This challenge is due to rapid changes in the operating environment of almost all organizations. Workers would like to work at places where there are good motivational packages. Motivation has engrossed the mind of most managers who are concerned with what should be done to achieve sustained high level of performance through people. Therefore, motivation is very significant in the achievement of every organization’s growth. 1.2 STATEMENT OF THE PROBLEM
It is generally accepted that motivation has a positive correlation with employees’ performance. Motivation is a term that most employers have
Bibliography: 1. Boone, E.L., & Kurtz, L.D (1992). Management, 4th Edition, Irwin, New York 2 3. Judith R.G., Wayne R.M, Arthur, S., & Shane, R.P. (1990) Management and Organizational Behavior, Allyn and Bacon, Needham Heights, Massachusetts. 4. Kreitner, R., Kinicki, A. (2004) Organizational Behavior, 6th Edition, Irwin, New York. 5. Kreitner, R. (1995) Management, 6th Edition. 6. Laurie, J.M. (1993) Management and Organizational behavior, 3rd Edition. 7. Leslie, W.R., & Lloyd, L.B (2003) Management Skills & Application, 10th Edition. 8. Mullins, L.J. (1996) Management and Organizational Behavior, 3rd Edition, Pitman Publishing. 9. Pamela, S.L., Stephen, H.G, & Patricia, M.F.(1995) Management-Challenges in the 21st Century, West Publishing Company, USA. 10. Stephen, P.R. (1991) Organizational Behavior, 5th Edition, Prentice-Hall Inc., New Jersey. 11. Stephen, P.R., & Nancy, L. (2003). Organizati0onal Behavior, 3rd Canadian Edition, Canada. 12. Stephen, P.R. (1991) Management, 3rd Edition, Prentice-Hall Inc. 13. Terpstra, D.E. (1979) Theories of Motivation. 14. William, G.M., James M.M., & Susan M.M. (2005) Understanding Business, 7th Edition, McGraw-Hall, New York. 16. Annual Report of Accra Brewery Limited (2010 & 2011)