Impact Of Motivation On Employee Performance

Published Date: 02 Nov 2017

There argues that current knowledge of motivation and performance has been inadequate as there identifies set of variables that may influence bank employees motivation and performance. The model incorporate constructs and research findings from disciplines, the research primary purpose is to provide model or research framework and several hypotheses to help guide empirical research in motivation keeping at Nigeria banking sector.

Motivation serves as essential paradigm in determining professional growth, in attaining performance development among Nigeria’s banking employees. There will be theoretical posits verifying motivation approaches applied in Nigerian banks such as bank managers in general. Motivation at work is in popular area of research influenced by modern research stature ( and , 2004) and provided sense of understanding of work motivation,  and   (1975) asserted, the more effort expected by the employees on their jobs, the more motivated they are to become, creating perpetuating cycle of performances due to motivation.

The research provides ideal interest to the researcher because in every work setting motivation comes in the picture as it can be recognized and unrecognized in certain ways. In addition, agreeing that motivation incurs strong basis for value integrity as there can be options adhering to real specifications of humanistic attitude that can be seen into self response within the grounds of the work environment that in a way support satisfaction that leads to the fulfillment of basic needs and goals. Ideally, there can be involvement on individual differences as viewed well by means of study investigation that does relate to work motivation and its underlying performance.

It is widely believed that the employee participation may affect employee’s job satisfaction; employee productivity, employee commitment and they all can create comparative advantage for the organization. The main intention of this study was to find out relationship among employee participation, job satisfaction, employee productivity and employee commitment. For the matter 34 organizations from Oil & Gas, Banking and Telecommunication sectors were contacted, of which 15 responded back. The findings of this study are that employee participation not only an important determinant of job satisfaction components. Increasing employee participation will have a positive effect on employee’s job satisfaction, employee commitment and employee productivity. Naturally increasing employee participation is a long-term process, which demands both attention from management side and initiative from the employee side.

STUDY S RELATION TO THEROY AND LITERATURE

INTRODUCTIONLITERATURE REVIEW

REWARD AND EMPLOYEE PERFORMANCE

REWARD AND MOTIVATION

MOTIVATION AND EMPLOYEE PERFORMANCE

SUMMARY

INTRODUCTION

The purposes of companies adopting such schemes were to motivate employees and to reward high performance employees in order to achieve the company’s goals (CIPD, 2007 and Kauhanen and Piekkola, 2004). However, there is also increasing concern whether it is able to motivate employees. Robbins (2003) suggests that there tended to be a weak link between pay and performance in most organizations. Similarly, Heery (1996) and Mitra, Gupta and Jenkins (1995) argue that the performance related pay scheme seemed to increase risk for employees. It, in theory, will improve employee motivation; however, there is evidence to suggest that, in practice, it appeared to fail to achieve the expected result.

The purpose of this essay is to discuss and evaluate to what extent the performance related pay will most likely motivate employees to achieve company objectives.

This essay has been organized in the following ways. First, it will review motivation theory and pay. Then, the trend and issues of performance related pay will be presented in next section. Finally, the rest of this essay will discuss companies’ reasons for implementing the scheme and present recommendations and conclusion

Before discussing the performance related pay scheme, this section will review the motivation theory in order to provide the basic principle of motivation. According to Robbins (2003), motivation is related to intensity, direction and persistence of effort in order to achieve a goal in general. In this context it will focus on the company’s goal. Intensity is how hard an employee will work to achieve the goal. Direction is the alignment between the individual and the organization’s goals and persistence means how long employees will put the effort in order to achieve the goal. So, the performance related pay could be maintained as a motivator if all those three respects are fulfilled. If one of those factors is absent, it can be argued that people are not motivated, although they put effort into working.

Despite the fact that there were some critics about the methodology, Frederick Herzberg’s two factors theory, also called hygiene and motivation theory, is significantly relevant to be used as a basic principle in examining the relationship between performance related pay and motivation. In brief, the theory explains that increasing a salary might only fulfill their hygiene factors and give them "no dissatisfaction" or make them happy but not give them satisfaction. Robbins (2003) suggests that to increase employee salaries might not directly motivate employees to perform better in their job. Likewise, Mitra, Gupta and Jenkins (1995) argue that even if employees are given a large increase in their salaries, it probably will make them happier at the time of the salary increase, and short term, but it does not mean that it improves their motivation. However, if companies want to motivate employees, they need to satisfy them. This includes providing employees opportunities for personal achievement, growth and recognition.

THEORATICAL MODEL

REWARD MOTIVATION EMPLOYEE PERFORMANCE

REWARD AND MOTIVATION

From the organization point of view reward are intended to motivate certain behaviour .employee must belibe effective performance will lead to certain reward.for examle attaining certain result will lead to a bouns or approval from other.In this describe the relation between reward and motivation . people are participating more out of interest in the task than others are. Others gain their satisfaction principally out the way in which their performance on the task leads to rewards like pay or status or good grades in a course. The balance of these intrinsic and extrinsic sources of satisfaction varies from one person to another and between different situations. Extrinsic rewards have been found to reduce intrinsic motivation, but not in all circumstances. The majority of published research has dealt with the effect on motivation rather then performance, but consequent effects can be evident in performance, and there are many theoretical predictions supported at least in part by empirical findings. When people are intrinsically motivated they tend be more aware of a wide range of range of phenomena, while giving careful attention to complexities, inconsistencies, novel events and unexpected possibilities. They need time and freedom to make choices, to gather and process information, and have an appreciation of well finished and integrated products, all of which may lead to a greater depth of learning and more creative output. Extrinsic rewards tend to focus attention more narrowly and to shorten time perspectives, which may result in more efficient production of predefined or standardised products. Job satisfaction and long term commitment to a task may also be affected. By intrinsic motivation we mean a process of arousal and satisfaction in which the rewards come from carrying out an activity rather from a result of the activity. when associated with outcomes of interesting tasks tend to suppress the operation of intrinsic motivation, He found that if people are paid to do something they would otherwise have done out of interest they will be less likely to do it in future without being paid. People are at their most creative when they feel motivated primarily by the interest, satisfaction, and challenge of the work itself and not by external pressures or incentives. Consider, for example, the experience of a firm I've been studying in the last few months, called E Ink, which is developing a revolutionary electronic-display technology that enables retailers to change any sign in their store in a matter of minutes. The signs are very light and flexible and do not require electricity after the message has been changed. The company is creating something completely different, while simultaneously addressing an enormous technical and marketing challenge. Every person I've talked to – from the CEO right through to the people doing the day-to-day technical work — is excited by the opportunity before them. Each is intrinsically motivated; that is, they find rewards in the challenge of the work itself. people must be allowed to have a degree of freedom to choose their approaches to their work, to fail occasionally without ridicule or punishment, to stretch their horizons in terms of working with others who will share their knowledge, and to feel comfortable knowing that the organization supports their work with the requisite resources. Otherwise, they will keep trying the safe, narrow, repetitive approaches to solving problems.