Motivation and Conflict Management Organizations strive for creative ways to enhance employee motivation and resolve conflicts with the desire to have employees perform better within the workplace. To motivate one has to be motivated. Motivation within the workplace has to be constant and requiring a goal. Motivation, if not repeated will not last. Therefore, learning to determine how different organizations apply motivation theories to motivate employees, analyzing conflict management strategies and what approaches work best in different organizations will influence the success of an organization.
Prior to any development, management should take note of what exactly they want to achieve with their performance appraisal system (goals), what properties they want their appraisal systems to possess (characteristics), how they wish to execute the performance appraisal (method), and how they will use the data collected to achieve said goals (feedback). It is also pertinent that effective performance management systems clearly communicate expectations, distribute performance information to employees, determine areas of strength as well as areas in need of development, and document performance for personnel records. Typical goals affect the employee as well as the employer. Many employers seek to improve company productivity via appraisals; others see appraisals as the primary supportive document in promotion and termination decisions. Most organizations would value both of these uses.
Employee are evaluated by the company they work for on the performance of their job in relation to the effectiveness and efficiency of achieving the organizational goals and objectives. Having an effective performance appraisal system can increase employee performance. Youssef (2015) noted, “Consequently, managers dislike performance measurement due to the confrontational and judgment aspects of assessing their employee’s performance” (p. 144). This paper will address the strategic advantages of a performance appraisal, the potential bias within appraisal systems as well as how performance appraisals can contribute to the achievement of organizational strategic objectives. An effective performance appraisal system is important to organizational
If the interviewer does not receive an sufficient answer, the interviewer usually probes the candidate to receive more concrete examples. Although some consider this task time consuming, it is a valuable method in narrowing a large pool of applicants. In this technique, employers learn how people actually behaved in certain situations in prior jobs. Many human resources professionals believe this is a very effective predictor of behavior in future positions (Green). The employer identifies job-related experiences, knowledge, behaviors, skills, and abilities that the company desires for the particular position.
Judging a person’s personality can help answer the motivation and work style questions. In most situations on the job it’s the personality of the workers and managers that affect the success of the company. If the employees don’t work well together or the managers can’t keep the workers motivated the productivity of the company will suffer. Personality tests are normally given when an applicant first applies for a position. The results of these tests determine whether or not the applicant makes it to the next step of the selection process.
The article addresses business leaders, human resource management, frontline managers and training professionals. In reviewing this article, the issues presented will be identified and analyzed so that further recommendations can be made. Content of the Article The author first spoke about the increasing need for organizations to produce better results and because of this, they sometimes overlook the competitive advantage to be gained from effectively training their employees Of the authors opinion was that less than optimal performance would be achieved if employees were just expected to know what to do and how to do it. He pointed out that managers, that ensure effective outcomes, must create a training system, and that workers must be educated to see that the big picture is paramount. The article identified organizational leaders as being ultimately responsible for ensuring that people are properly prepared to perform and that this is critically important.
Rogers is recognized for his approach to therapy where the “…client…” has a more direct role in the process (CITE). Whereas Freud is best known for his work on the unconscious mind. The theory of psychoanalysis, founded by Freud, asserted that people could be cured by “…making conscious their unconscious thoughts and motivations…”, therefore gaining insight into their behavior and state of being (CITE). The aim of psychoanalytic therapy is to release repressed emotions and experiences, because Freud believed that psychological problems are rooted in the unconscious mind. In certain cases, individuals would have manifested symptoms caused by “…latent…”, or hidden disturbances (CITE).
The level of competition in the corporate world has prompted firms to embrace motivation strategies to encourage their employees with an aim of ensuring that quality services are offered to consumers. To attain this, firms have been prompted to initiate mechanisms that make their workplace desirable so that employees may be motivated to work efficiently and apply their skills optimally. Unlike past days when most firms regarded employees as just part of the inputs required in the production process of goods and services, it is now apparent that they are valued as the human capital without which an organization cannot attain its goals. There are a number of theories that have been used to explain the need for employee recognition and engagement, for instance: equity theory, two factor theory, expectancy valence theory and need hierarchy theory. Motivation of employees should be the primary focus for managers by offering: equity, support to employee aspirations and goals, good remuneration, and skill enhancement through continuous training.
In order to do that, it is very important for the companies to put the right personality that can be matched to the job that will be given. The reason is simply because it can help the companies to have a better performance and productivity from their employee. There are some strategies and ways that the companies’ manager can use to do that. For example, when a company is about to hire some people, the manager of that company can apply a personality test that will be given to the potential employees first. The reason to do this test is to likely help the manager to know the potential personality that the potential employees might have, in order to choose the right employees for the right job (Chatterjee &Learnvest, 2015).
Understanding employees via employee voice can help managers detect work-related problems, opportunities, and solutions, thus they can facilitate organization innovation and ready to respond unexpected circumstances (Tangirala, and Ramanujam, 2008). However, it is important for company to understand what the potentially valuable information that company should adopted (Detert, and Burris, 2007). Employee voice covers the indirect mechanisms for participation associated with formal employee relation mechanisms, such as trade unions or consultative committees, these mechanisms allow employees or their representatives to express their dissatisfactions, demands for changes, and reactions to management’s plans or initiatives. Moreover employee voice is also associated with High-performance work systems and these are a key to have strong beneficial impacts on individual and organizational performance (Wood, and Menezes, 2011). In high performance workplace with a greater voice of employee... ... middle of paper ... ..., ranging from 19 to 120 percent, depending on the complexity (Hunter, Schmidt, and Judiesch, 1990).