This paper aims at finding out the impact that a motivational problem can have on the performance of an individual or a group of employees. Furthermore, it also addresses the best intervention that is deployable in changing the motivation in order to reverse the impact. By doing so, it becomes possible for the employees to experience a positive motivation which would create perfect job satisfaction and great work performance. In establishing the reality, the paper addresses motivational problems facing most employees of Agrana Foods Co. in Vienna. It is also evident from the study that the problems are both intrinsic and extrinsic. Similarly, some of the problems affect not only the junior employees but also the senior management personnel
Evaluating the Relationship between Motivation, Job Satisfaction, and Work Performance
Human resource is the top-notch critical asset of any organization that ensures the realization of organizational growth. Therefore, the motivation of employees is a must-do task for any organization that cares about retaining its performing employees. Besides, the motivation gives the staffs the need to perfect their skills which impacts positively on the production. Moreover, as stated by Smith, Patmos, and Pitts, (2018), the motivation of the staffs also leads to customer satisfaction which in turn leads to positive productivity of the organization. However, in Agrana Foods Co. most employees are facing various motivational problems that have impacted negatively on the performance of the company as illustrated in this paper.
It is a fact that whenever an employee is experiencing motivational problems, he or she might not engage the optimum efforts aimed at obtaining the goals of the company. The reason being that behavioural change is part too; hence, the problems may hinder their performance.
The main problems that affect the majority of Agrana Foods Co. employees are health issues and financial life. The two issues have resulted in a common problem of absenteeism. Therefore, the main point of focus of this paper is on absenteeism as a motivational problem facing Agrana Foods Co. staffs. Going by the expressions of (Geertshuis, Morrison, and Cooper-Thomas 2015) absenteeism affects and also reduces both the experience and knowledge of the employees given the reduced time of engagement in the work. Furthermore, what follows is the incompetency that later results in the demotivation of the employee. Having stated that, the research established that most of the employees of Agrana Foods Co. have reached the lowest level of demotivation and have so far lost satisfaction in their duties.
From the study, it is also true to say that absenteeism as a problem in Agrana Foods Co. is not a small issue since it again has a financial implication on the staffs. Absenteeism causes a reduced time of engagement of the employee which again leads to a reduction in the salary. Therefore, it is true to go by the findings of Mathew and Johnson (2015) that absenteeism as a motivational problem has effects on both the career and financial status of an employee. Due to the mentioned problem, most of the company under study’s employees are experiencing loss of respect, relationship, status, and fear of replacement or losing their jobs.
Another fact that emanates from this study is that although most of the problems originate externally, there are some that come from within the organization. Looking at the cause of absenteeism in Agrana Foods Co. most respondent employees attribute it to poor and untimely pay. This sometimes forces most of them to forego the normal duties to seek other informal tasks that would supplement their income. Therefore, it is true to say that most motivational problems are inter-linked and interdependent of both internal and external environments (Smith, Patmos, and Pitts, 2018).
In an attempt to understand the predicaments of most of the interviewed employees, the Maslow needs hierarchy theory relates. As stated in the theory, this study clearly shows how a change in job satisfaction can change in an individual’s needs. Geertshuis, Morrison, and Cooper-Thomas (2015) put is more vivid that the two aspects; individual’s change in need and the change in job satisfaction are dependent at all levels. Furthermore, the study of Agrana Foods Co. employee’s motivational problems depicts all the five motivational needs contained in Maslow theory. For instance, it is evident from the findings that self-esteem, social, physiological, esteem, and safety are the basic motivational needs for any individual.
Moreover, looking at some of the reasons believed to be the main cause of absenteeism in the company, poor and untimely pay is the main one. This shows some level of dissatisfaction and that proves the point by Maslow theory that an individual might face a motivational problem as a result of non-fulfilment of a need. In this case, poor salary against the intense tasks is exemplary. Therefore, the theory is relevant to this study given that even the recommended remedy of fulfilling physiological needs first is applicable in this scenario.
The connection between Motivation and Work Performance
Mathew and Johnson (2015) argue that motivation and work performance are mutually conditioned aspects of any organization. He further argues that an overlap of the organizational requirements and the individual expectations would result in a realization of professional performance. Moreover, Deepa, Palaniswamy, and Kuppusamy (2014) clarify that even though the two are inter-related, obtaining or maintaining a perfect work performance is not easily achievable. By saying so, it is a common belief amongst psychologists that there is no proportionality between the intensity of the performance and the achievable rise in performance. For this reason, most researches, this study included, acknowledge the Yerkes-Dodson law which states that the complexity of the task that an individual need to fulfil determines the intensity of the motivation.
The Yerkes-Dodson law stipulates that a strong motivation might not lead to increased performance but to nervousness which in turn can create disorganization. Disorganization is known to hinder progress and can also cause regress. Smith, Patmos, and Pitts, (2018) explain how the starting point of a decline is dependable on the complexity of the task, hence, a difficult task tends to speed up the realization of inflexion and the decline. He further states that simple and repetitive routine tasks might slow down the increase in performance or hinder it fully. With this in mind, it is needful to ensure that the motivational optimum is achievable. This process involves two variable where on one hand, considering only the individuals who are used to perceiving the difficulty of a task accurately, and on the other hand, conducting manipulation of the intensity of the motivation to either increase or decrease it. This approach is considered the best one in solving the problems facing Agrana Foods Co. employees.
Intervention/action to change the motivation/behaviour
The motivational problem causes a performance problem in any organization. With regards to this, the best thing to do is always to address the issue by acting or intervening. There exist various helpful interventions depending on the nature of the motivational problems. However, in this case, the best approach is motivational interviewing. According to Geertshuis, Morrison, and Cooper-Thomas (2015), the approach enhances the faithfulness of the employees as it determines the needed facts necessary for the implementations of the changes in an individual’s life. Besides, the approach is applicable in counselling a variety of levels in behavioural changes. In accordance with the Motivational theory of Elton Mayo and Maslow needs hierarchy theory, motivational interviewing entails interacting and treating the employees well in attempting to know more about them.
Looking at absenteeism as a motivational problem for most employees of Agrana Foods Co. the initial stages of finding remedy involves understanding why the employees lack the consistency in reporting to work. This calls for an honest solution-based interview where the affected individual opens up and give details knowing that a solution is underway. Moreover, the approach seems to incorporate direct involvement of the employees since it impacts on the level of attention (Deepa, Palaniswamy, and Kuppusamy, 2014).
It is evident that most Agrana Foods Co. employees are not contented with what they earn as salaries compared to the work they do. This has resulted in a negative attitude whereby the workers dislike their job. This implies a job dissatisfaction arising from a lack of motivation. This paper concludes that the company must address the issue of proper motivation in order to realize increased job performance. This would involve doing what should be done in a perfect way and refraining from what should not be done in relation to the employee’s welfare.
Deepa, E., Palaniswamy, R., & Kuppusamy, S. (2014). Effect of Performance Appraisal System in Organizational Commitment, Job Satisfaction and Productivity. Journal of Contemporary Management Research, 8(1), 72–82. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=98534916&site=ehost-live
Geertshuis, S. A., Morrison, R. L., & Cooper-Thomas, H. D. (2015). It’s Not What You Say, It’s The Way That You Say It: The Mediating Effect of Upward Influencing Communications on the Relationship Between Leader-Member Exchange and Performance Ratings. International Journal of Business Communication, 52(2), 228–245. https://doi.org/10.1177/2329488415572784
Mathew, U., & Johnson, J. (2015). Impact of Performance Appraisal System on Employee Motivation: With Special Reference to a Multi-Specialty Hospital in Kerala. International Journal of Finance & Policy Analysis, 7(1/2), 33–38. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=115128190&site=ehost-live
Smith, S. A., Patmos, A., & Pitts, M. J. (2018). Communication and Teleworking: A Study of Communication Channel Satisfaction, Personality, and Job Satisfaction for Teleworking Employees. International Journal of Business Communication, 55(1), 44–68. https://doi.org/10.1177/2329488415589101
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