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Performance management instrument
Performance management instrument
Maslow's hierarchy of needs theory in a work place essays
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WHAT IS JOB SATISFACTION
IT IS THE LEVEL OF FULFILLMENT AN INDIVIDUAL FEELS TOWARDS THE JOB. If introspected deeply then there are different aspects that influence this sense of fulfillment. It is a continuous process and the perspective changes in different stage of life.
If we correlate job satisfaction to MASLOW’S HIERARCHY OF NEEDS, we primarily address the rewards of an organization to employee satisfaction and life cycle.
Few models of job satisfaction if applied correctly to appropriate employee will help managers attain higher levels of job satisfaction.
MODEL Theory Manager Implications
Need Fulfillment When expectations are met employee is satisfied such as pay, promotion Managers can take opinions to assess whether employees
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The above co-relation between Maslow’s hierarchy of needs and perception of job satisfaction for employees at different stages of life will help managers understand what pleases the employees and how to connect performance goals to them. Thereby achieving a win-win situation for the company by accomplishing organizational objectives and employee job satisfaction.
HOW CAN THIS BE ATTAINED?
Through2 a continuous course of dialogue between a manager and an employee that happens throughout the year, with an aim of completing the strategic objectives of the organization. This includes stating expectation, setting objectives, recognizing goals, providing advice and reviewing results. This is called PERFORMANCE MANAGEMENT.
It3 helps direct employee behavior with organizational objectives and goals. The reason for performance management is to aid employee decision making and development. Employee decision making in terms of pay raises, promotions, transfers, project assignments etc. Employee development in terms of training, mentoring, succession planning and other developmental activities. Executives make monetary decisions based on performance
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Data distribution and employees’ better accepting of the firm’s goals and their part in the attainment of these may make them feel more closely connected to the company and the environment.
4. Employees may identify their careers to be more safe or their job prospects to be good.
5. The gaining of the skills and information through performance management may increase pleasure and satisfaction through its influence on the person’s career path, self-worth, and the ability to learn and be proactive.
6. Providing opportunity to employees get more involved in the company will make them feel respected and that their impact is appreciated.
7. For a few employees being directly involved in and being constantly updated about the firm’s goals and its development will create meaningfulness for both work and company participation. This will improve the shared worth of the job.
8. Managers who welcome feedback from employees in any form achieve greater levels of employee job satisfaction and develop trust amongst their own employees.
9. Financial benefits such as stock options, profit sharing etc. help manifest a common goal between the employee and the management such as overall profitability of the company. Managers should link the setting of objectives, individual goals to such
In 2012, Forbes contributor Sebastian Bailey professed, “Bad performance management costs a lot and delivers very little. In fact, when it goes wrong, he tells us, it dilutes the effect of every other people investment. Yet, when done right, the impact is significant (Bailey, 2012). We learn from Aguinis (2013), that there are dangers associated with a poorly implemented performance management systems. These include; increased turnover, wasted time and money, decreased motivation to perform, as well as damaged relationships and lowered self-esteem (p.9). The first purpose of performance management systems is to help top management achieve strategic business objectives (Aguinis, 2013). This reinforces behaviors that are consistent with the company’s cultures and goals and also plays an important role on the commitment, engagement and loyalty of company employees. Employees who have clear expectations, can align their values and vision with the company’s, understand what is expected of them and what they earn in return will have higher satisfaction and longevity within an organization.
...understand the benefits of working together toward a common goal, setting aside the traditional roles of manager and subordinate and hopefully opening up the workplace as a creative outlet for all who work there.
Maslow’s theory is simple, if your basic needs our met you will strive to achieve your next level of need. As you achieve human needs you will desire greater needs until you reach self- actualization or transcendence. Throughout this paper first I will be discussing Maslow’s theory and the different levels of achievement. As well as the changes he made to his theory in the 70’s. I will talk about the grouping for these achievements and where they fit in the hierarchy of needs. Secondly, we will talk about how Maslow’s theory motivates and how we use it in our careers. Lastly, I will bring up how this theory fits into the fire service. I will also show how to use it as a motivational tool as a manager. In my conclusion I will discuss the differences we can make just by fallowing this platform of motivation to create the most motivated firefighters.
In the 1940s Abraham Maslow created his famous theory of needs and set the groundwork for David McClelland who in 1961 launched his book, “The Achieving Society” (Mind Tools, n.d.). McClelland’s Acquired Needs Theory explores the thought that “needs are acquired throughout life…needs are not innate, but are learned or developed as a result of one’s life experiences” (Buchbinder & Shanks, 2007, p.27). In this theory are three types of needs: need for achievement-desire for success, mastering tasks, and attaining goals; need for affiliation-desire for relationships and associations with others; and need for power-desire for responsibility, control, and authority (Buchbinder & Shanks, 2007). Therefore, management, hospitals, and organizations must determine what the needs of their employees are in order to properly motivate
Performance management aims to manage and improve individual performance with a vision to improving performance across the entire business. [Walter. M, 1995] defines performance management as the process of ‘Directing and supporting employees to work as effectively and efficiently as possible in line with the needs of the organisation’. It is very important to direct and support employees to work efficiently, and this can only be successful if a well-structured performance management system is put in place. But, nonetheless some organisations don’t get it
The benefits to the employee are that they will understand the business, where they fit into it and the company values. Although they may have some understanding of the business this is the time to go through it in more detail.
Preview: This book provides a lengthy indoctrination of the what and why of performance management. This summary will cover both the pragmatic and practical pieces of the text; while excluding some of the specific instruction for those who oversee the overall orchestration of performance management in the workplace. The purpose of this paper is to allow its readers to grasp some main themes of performance management and develop a vocabulary for discussion and debate of the topic.
Performance management is a management tool used to value, monitor and measure a company’s strategies that ensure the efficiency and effectiveness of its product delivery. This management tool does not focus on the organisation and on its employees as well as stakeholders. It is a continuous process that entails that managers make sure that organisational and employee values are corresponding (Aguinis, 2005,p.1/2-1/5). Performance Management brings about the competencies in the employees, increases self-esteem by giving feedback to employees, there is a low number of lawsuits because it helps understand the company better (eThekwini Municipality, 2008,p.10-11). According to Pride, Hughes and Kapoor (2011, p.288) performance management creates motivation for employees; one theory of motivation is of Expectancy, which stipulates that employees satisfaction is driven by expectations of what an organisation will offer in return.
Performance management is a great tool for both the employee as well as the organization. For the employee, it gives the employee a clear picture of his areas of improvement and helps him improve and grow. From the organization’s perspective, it lets them understand the potential they have in their employees and how to realize them. It helps them to analyze who are worthy of being held onto and whom to let go so that the organization grows. In all, an effective tool, if used in the correct manner by all the parties involved.
Pardee, R. L. (1990). Motivation Theories of Maslow, Herzberg, McGregor & McClelland. A Literature Review of Selected Theories Dealing with Job Satisfaction and Motivation.
Performance management is a process that guarantees an organisation and all of its available resources are working collectively and effectively towards achieving the organisation’s mission or goal. Performance management affords an understanding of what drives an individuals, and even organisations, performance at all levels. An understanding of performance management allows for the identification and minimisation of unproductive areas of an organisation, as well as an ability to predict future performance. It is a powerful tool that can be used by managers at all levels of an organisation to help improve a company’s productivity.
Performance management is used for the basis of promotion, reduction in force purposes (talent management), gives transparency of what an organization is looking for, merit increases, and lastly it provides protection against lawsuits for unlawful termination by keeping written documentation. Performance evaluations are advantageous to both the organization and the employee. A leading advantage of performance evaluations is it gives the employee an opportunity to create and achieve smart goals. Although performance evaluations primary function is to measure whether an employee is a good fit or a bad fit for the organization, its function is so much a broader. Performance management is tool purposely used to motivate employees to examine themselves and determine if they have selected the profession that is best for them; consequently the feedback an employee receives from their superior supports them with increase their knowledge and
Performance management is a continuous process that creates a working culture to encourage employees to improve their work performance and reach their full potential during their stay of employment. Performance Management also provides strategic direction, develop competency in employees and instill organization value. This paper will identify methods and affects that performance management plan has on the organization and their employees.
The primary objective of performance management is to assist organizations to achieve their strategic goals (Aguinis, 2013). These strategies initiate from the organizations vision and mission statements (Johnson, 2013). The performance management system, if effectively developed, will join unit and individual goals with the overall organizational goals so that all parties are working to achieve the same purpose (Aguinis, 2013). An additional benefit can be derived from the performance management plan because it serves to secure employee engagement in the organizational objectives (Aguinis, 2013). At the College of Business, the organizational purpose, vision, and mission are modified to adequately serve these objectives.
In conclusion, each segment of the performance management process holds a vital link to the next. Not unlike knocking over one domino in a series, it has an effect on the next domino. If one portion in the process is dysfunctional, the next may be identical in its dysfunction – and on and on.