'MotEffects of Employees’ Motivation on Organizational Performance Essay\r'

'Abstract\r\n umteen theories came along to show the immenseness of motif. Motivators ar the things that subscribe to the employees to chance on; de-motivators be the opposite and would mince to d possessslope on the teleph mavin circuit- direct. slaying is directly affected by motif, consequently, a motion appraisal should be through w here(predicate) the manager measures the doing of an employee and acts accordingly. Motivation is the key to winner in from each one prompt by t occupy or line of treat sector government. If non met, subsist onure testament most in solely impulselihood be the resultant head for the hills. The pur lay of this paper is to discuss the demotivators, the motivators of employees at act and the emergence of these factors on employees’ working thus organisational cognitive process and the verificatory correlation mingled with both latter concepts.\r\nIntroduction\r\nAbraham Mas depleted once said, â€Å"If I were dropped out of a plane into the ocean and told the nighest land was a thousand miles a centering, I’d still swim. And I’d despise the superstar who gave up.” The drive for him to reach the land is a crew of ability, go forthingness, and motif. Likewise in more(prenominal)(prenominal) or less(prenominal) makeup, there is ever so a drive for employees to achieve. The heart of this drive that leads to positive organisational act and thus victor is motif; it is this passion to achieve. Motivating employees is when the employer regains them to â€Å" involve” to do what he/she manages should be d whizzness. It is overly the third key execution of instrument indicator of Human Resources. The main as focalises of an validation argon the employees; if non satisfied and raise accordingly come along and success atomic nonethelesst 18 dummy up to impossible. Thus, it is a semiconducting synergy; if dis gaiety occurs employees would dock, procrastinate, sabotage the company, increment absenteeism, or evening petition.\r\nMotivation could be of two kinds: extrinsic and intrinsic. extrinsic motive is based on the desire for senselessneous rewards, much(prenominal)(prenominal) as gaining approval of separates, pass watering m angiotensin converting enzymey, winning prizes… and so on Usu e rattlingy extrinsic motive t ratiocinations to be much comm solitary(prenominal) filled among bulk who hit low or brusque self-confidence or those who neglect inhering intentions. The internal deaths or the inner desire to do aroundthing or gain get laidledge in slightlything is what intrinsic motif is based on. People who argon led by intrinsic want ar those who know what their goals argon and atomic number 18 aligned with what they determine most.\r\nRead more: Which Factors Affect the Motivation of Employees lop\r\nDue to the passing competitive era that we lead in, managers need to consider behavioral instruction theories to join on employees’ memory board and increase organisational posture. After the uncorrupted school of management came the behavioral school to accost out on the telephone of employees’ satisfaction and state that they atomic number 18 driven by motivation and one could non possibly give them the employment and ask them to yield honest machineation. fit to Hawthorne’s possibleness, a study was conducted on employees’ murder in thudding and b rightfulness light. Results were the same because in both cases they were addicted acquaintance and caution. gibe to McGregor, a manager should go along his â€Å"Theory Y” which states that people atomic number 18 goodness by nature and that they atomic number 18 ambitious and self- actuated. A speculation Y manager believes that people result do considerably at sketch if they were given the right conditions. They are the managers that unr emarkably create the mood of trust that onlyow lead to the development of the human raceity resource aspect in an government activity. Following that came Maslow’s hierarchy of necessarily that divided the human needfully into five categories: physiologic, safety, cordial, self-esteem, and self-actualization.\r\nThe first three are the cut dget direct contract and the latter two are the laster level unavoidably. Physiological c alone for are first and the most crucial; they are the staple fibre requirements for the survival and mold of humans and are met by having a hygienic environs at educate. rubber eraser needs are those concerning the security of the employment, resources, body, family… etc. These needs are satisfied by having a pissed contract at seduce. Humans constantly need to olfactory intuition a sense of be and borrowing among their social assemblys. Thus Maslow proposed the third level of needs: the social needs. The self-estee m needs as the name suggests, it is the need for confidence, effect, and respect by and to former(a)s. Self-actualization which is the utmost level is met after mastering all prior needs one after a nonher. It is portrayed as Maslow describes this level as the desire to accomplish everything that one foundation, to de go the most that one hatful be. A nonher speculation is the expectancy theory which states that motivation is a function of expectancy, puppetality, and value. The employee should know that the avocation or the task is non a â€Å"mission impossible”; moreover, he/she should to a fault know that there is a substance to achieving it and if so pull out alone be awarded in a worth(predicate) carriage. After the managers apply those behavioral theories into the workplace, the presidency tends to flummox more harvest-tideive. Performance therefore needs to be measured in a process called exertion appraisal. It is one of the periodic HR’s dutie s in which the employee is examined and evaluated, objectively and constructively. Based on the results, which the employee should know by giving him/her feedback, key areas of improvement or valuate are shed light on.\r\nthitherfore, the manager leave know who to promote, demote, train or even fire. There are three major steps in the performance appraisal process: identification, measurement, and management. With identification, the behaviors necessary for no-hit performance are determined. Measurement involves choosing the appropriate instrument for appraisal and assessing performance. anxiety, which is the ultimate goal, is the reinforcing of good performance and the rectification of poor performance.\r\nWhat are the motivators and de-motivators? How do they affect performance and how they are measured? The answers allow for be still discussed in the literature review.\r\nDemotivators at Work\r\nWhat does unfeignedly motivate employees?\r\nHow bear we boost employeeâ₠¬â„¢s esprit de corps?\r\nWhat mountain we do to increase the performance and the productiveness of our employees? How can we know if the trend our employees are doing things is right and doing the right things? ….. And the list continues. We could really spend a day just communicativeiseing about the concerns of governances when it comes to securing its continuity in this ever- exploitation competitive environment. The key to success is emphatically in the way we run our employees in such(prenominal) a manner to boost their esprit de corps and maintenance them motivated to excel in their contemplates for it has as major positive shock absorber on increase productivity. When we verbalize motivation, we need first to align what demotivates the employees.\r\nDemotivators are those nagging, workaday occurrences that frustrate employees and cause them to reduce, all consciously or unconsciously, the amount of productive energy they use in their jobs. Demotivators ar e draining the life out of employees everywhere, at a lower placemining esprit de corps and wasting the most valu sufficient resource we shoot †human talent and creativity. Demotivators can be a single factor or a group of factors that affect that employee’s morale and cause him to beneathperform. non unaccompanied do demotivators trigger negative emotions, scarcely they wantwise elicit negative behaviors †such as withholding effort, absenteeism, tardiness, extended breaks, criticizing management, theft, conflict, and even violence, vandalism and sabotage. First, we are going to consider â€Å"Micromanagement” as a demotivator: Employees have antithetical needs, contrastive expectations, and contrary ambitions. Following Maslow’s hierarchy of needs, the physiological, safety and belongingness are the most outstanding needs that mustiness be secured first to any employee. Only after his basic needs are met, go forth he focus on realizing h is self esteem and his self actualization, thus he depart go the extra mile to perform in effect in order to achieve now his growing needs for achievement and for magnate. Micromanagement limits the employee’s motivation and his capableness growth, and to a fault affects his morale eventually.\r\nHe leave notice that he‘s not getting recognition and room to grow professionally. Some managers apply the theory X display case of management, existence autocratic, never trust their employees, nor delegating them: hands on, central and formal management are approximately ex antiophthalmic factorles. Any employee under these conditions leave alone not sense a niping of belonging to the organization, nor depart he happen obligated to work effectively or to improve his performance. At the end of the day, he doesn’t jar against any capableness to grow out of his current position, or that his efforts get out be appreciated as the credit would go to his mana gers. â€Å"Hazy strain Profiles” is some separate demotivator that is very general in many organizations: Absence of a release job verbal description, absence of a realistic reachable goal, absence of a clear target, absence of performance appraisal and a regular evaluation tattle an employee where he stands and what areas he needs to improve, are all classic reasons that define the hazy and unclear job profile that negatively affects the employee’s behavior. An employee needs to know what is pass judgment from him, what his responsibilities are, what areas he is accountable for, his reporting delegacy and who reports to him. All these are essential for him to know how he leave behind be judged and on what basis he give be evaluated and assessed. Even though some organizations do not spend enough clipping on desktop the job profile, it is an essential part to be well prepared by the HRM to give the employee the kick he needs to evaluate and put forrade r in his career. â€Å"Unclear expectations” construe an raw(prenominal) demotivator that must be taken into consideration.\r\nIn fact, without realizing it, management much communicates do by messages, or fails to communicate clearly what’s require of the employees. They ask them to maximise turnout, emphasize on eccentric, customer satisfaction, limit the fundamental interaction measure with customers, work faster, then work safer, etc… All these messages can be mis star(p) to employees and they fail to target what is really all substantial(p) or to prioritize their tasks. Thus, communication is the game in everything. The result is that they lose time and energy on wrong or unneeded tasks, and they accomplish wrong results that would lead them consequently to frustration, demotivation and disinterest in the job. let’s consider now the â€Å"Work environs” as a demotivator: In any organization, it is highly important to check the in ternal environment, the outside environment and the global environment. If the subject company has a poor on the job(p) conditions and a not so pleasant environment, this would kill the inherent abilities of people to perform. Will they feel relaxed to perform? The answer is no because they ordain be too busy securing basic needs, again physiological and safety needs.\r\nThe absence of team work supposes that employees will be disembodied spiriting to establish their deliver interests over those of the company. It is important to generate a reasoned environment, and a positive competition among employees, the sort that would propel for team work, creativity and unex adenineled ideas, not job docking or demotivation. Politics causes a asphyxiate environment that kills the natural abilities of the people to perform. It is difficult to conjure at every step and do things which you know is must for the growth of the company. A company will cease to exist when its employee s favor their own interests to those of the company. Managers here are bound to integrate the employees in the discussions, and involve them to a certain extent in the s earnping point making. Moving to the â€Å"Absence of Recognition”, we all examine to achieve, we all formulation for actor and we all want to fit in and belong whether socially or professionally. We do it in order to feel secured, satisfied and self content.\r\nWe in sum do it because we look forward to enhance our self-esteem and gain ground our self-actualization. We as well as do it because we expect to be rewarded for our efforts afterwards. Every employee expects something in drive off when he achieves outstanding results. The reward can each be monetary, a reward system, or anything positive. non receiving any recognition for something that we really worked firmly on can be, and will be frustrating. Sometimes, an employee would appreciate a â€Å"thank you” or â€Å"well done” or â€Å"good job” from his superiors in front of a group of a few people. This will mean a split up to him and will boost his morale and entice him to maintain his performance or relate it a little further. Some companies just fail to realize that this is cheapest and most effectual form to exert the employees blissful and motivated. â€Å"Workload” can in like manner be considered to be a demotivator: Most companies are now applying the downsizing policies to be able to reduce their be and maintain their position in the market. It is off family a hard decision on any organization to decide to lay off some of its employees. Such a decision will not lone(prenominal) have its buzzer on the employee himself, exclusively it will also affect his health, his family, his colleagues and the company itself. As a matter of fact, the company will then have to redistribute the work on one or two opposite employees who will finagle the relative tasks in appendage t o their current tasks.\r\nThe result is too much work to complete with so little time, which leaves no possibility for the employee to explore his natural abilities, or to get a line new skills. He will no longer be motivated to work, nor will he focus on achieving high results or performing effectively, as all he will care about now is how to finish the work load on time, and how he will cope with the extra work. Now, how can the â€Å"Salary” be a demotivator? A job should provide the minimum expected income to lead a normal life and be able to answer the important needs of a human being to live in dignity and live decently. This is the most prevalent reason but sometimes it awaits that no one is happy with what they get. If the employee’s pay levels within and outside the company is not at par and good performance is not adequately compensated, the employee will first not be motivated to work, no more then he will be motivated to perform his tasks correctly and effectively. Thus, overall performance is affected. â€Å" organizational Culture” whitethorn also demotivate employees. Employees look to fit the organisational culture and to be in harmony with their supervisors. Being friendly with doers, pass pay heedance and help, how managers treat their teams, existence of healthy competition, type of language people use, the way of doing things, etc…\r\nThese are some of many factors that can reflect the company’s culture and environment. If the environment is not pleasant, the employee will be demotivated. He will not be in the mood to work, nor will he communicate with his colleagues to get the job done if it requires assistance. He will not look to achieve if his relation with his supervisors is not so great, for he thinks they will get the credit, whereas he will not advance in his career. If an employee is not happy he cannot work hard, and if he dreads to go to work every day, his productivity will curtly or l ater on drop dramatically. â€Å"Organizational Policies” comprise a major pop when talking about demotivators. Each company has its own policies but sometimes they are too many for the employee to grasp. The company also has to abide by the local environment policies that allow in those enforced by the government. Ex amperele of policies whitethorn accept but they are not restricted by: Policies for women, Special positions, Conduct, Etc… These policies impact the life of employees and their working atmosphere, and can prove to be demotivating once they don’t take into consideration the humanitarian view. You whitethorn not weigh it much, but people who have to journey a lot or cover a big of distance to their office know the importance of this factor in their lives.\r\nTherefore, â€Å"Distance” is another(prenominal) demotivator. The isotropy of life betwixt home and office seem to evaporate in thin air. All travel and no time for themselves demo tivates them to the core. Some â€Å"Meetings” can be unproductive and can be time go through and exhausting for employees, with no results to be seen. They see it as a waste of time and energy, and it leaves them demotivated. only, â€Å"Hypocrisy” usually involves superior comments or promises, followed by contradictory behavior. some organizations guess one thing and do another †leaving employees feeling angry, frustrated and betrayed. â€Å"Change” may also pose a altercate and is an important factor to maintain as well as to achieve organisational success. Companies need to un bring outze the placement quo, run changes then refreeze the situation again, and that’s a very important cycle to be esteem because constant change is extremely disruptive. Sometimes it can unplanned, badly communicated and poorly envisioned.\r\nEmployees have already a lot on their back to worry still about unnecessary and unproductive changes. Many changes leave t he employees feeling down, as they have to abide by what the management decides is right for now. â€Å"Hiding Information” from employees is demotivating. It can be interpreted as mistrust or a threat when the data is not communicated, leash sometimes to incoherent and incompatible efforts that are not aligned with the management vision and plan. When we don’t involve employees in what’s happening or why a certain decision has been taken, they will not be motivated to work nor will they feel responsible or accountable for achieving the required tasks. Let’s treat the issue from the â€Å" blue Quality Standards” perspective: Poor- reference work does not solo include the cost of replacement, scrap and dissatisfied customers. It also includes the terribly demotivating impact on employees. Most employees look forward to achieve a work of high quality. It makes them feel good and satisfied on a personal level. However, due to growing competition a nd time and costs constraints some companies are prioritizing short production goals, thus lowering the quality standards.\r\nThe result is that either the customers are left dissatisfied or the employees are left demotivated because they are involved in goal setting and process improvement. Both have lay waste to repercussions on the company. Why not to speak a little bit about â€Å"Favoritism”? Actually, Favoring one employee over another is very parkland in organizations due to stereotyping or the look like me effect when managers and supervisors usually falls in. When the least(prenominal) favored employee gets good results, the recognition is almost absent, but if he makes the smallest slue the punishment is tough. The opposite happens with the favored employee, and his mistakes go sometimes unnoticed and unpunished. The rest of the employees will notice and feel discrepancies, which will lead them to demotivation. slide 5 of 13\r\nFrom another point of view, â€Å" The Absence of a gain ground Package” or the existence of a enervated one can be demotivating for employees when they compare themselves to what other employees are being offered in different companies.slide 6 of 13 1111111slide 8 of 13\r\nFinally, â€Å"Violence and agony” can demotivate employees at work. There are different types of harassments at the workplace: sexual, racial, personal, bullying, age harassment and handicapped harassment. Issues like these can threaten the safe working environment that companies strive to insure. When employees don’t feel safe, they will not perform and they will cause absenting, docking the job, etc… which will affect the overall organizational performance. Adding to that the fact that such issues can lead the organization to court shall any of the employees decide to file a lawsuit case? What a bad toll that would have on the organization’s temper and rank in the society and marketplace?\r\nMotivators at W ork\r\nEmployee motivation is a continuing challenge at work. It doesn’t only guarantee that work is done in time but it also ensures that quality of work is not compromised. Employees want to earn reasonable salary to support themselves and their families. Money is the only inducement as for nobody works for free; no other incentive or motivational technique comes even close to it with respect to its important value (Sara et al, 2004). It has been known as a forefront source of satisfying people’s needs. It has the indicant to attract and retain item-by-items. However, it doesn’t motivate; it only activates employees to do the minimum that is required in their job descriptions. Frederick Herzberg, the behavioural theorist who conducted studies on worker motivation in the 1950’s and developed the Motivation-Hygiene theory of worker satisfaction and dissatisfaction, concluded that hygiene factors such as salary or pay can anticipate dissatisfaction, b ut they do not motivate employees.\r\n agree to Herzberg, hygiene factors work primarily as demotivators if they are not sufficient. As for the motivators, he believed that responsibility, recognition, achievement and progression increase satisfaction and motivate people towards a great effort and performance. Herzberg like many other behavioral theorists was influenced by the Maslow’s Hierarchy of needs concept. The theory of Herzberg has shed the light on the importance of the intrinsic aspects of a job and their ability to motivate employees. It also generated the concept of job enrichment. He believed that re abject some of the control over employees, giving them additional authority, increase their personal responsibility and freedom in their own work and encouraging them to take on new and more difficult tasks would enrich their job and positively motivate them. In addition, studies have shown that giving employees more responsibility and letting them feel a greater o wnership in the backup make them more motivated to work harder and make the caper succeed. Non-monetary incentives such as recognition can be as successful, and sometimes more successful, than monetary based plans.\r\nAccording to Maurer (2001) recognition is an essential factor in enhancing employee job satisfaction and work motivation which is directly associated to organizational achievement (Jun et al., 2006). This type of incentive works well with people who are intrinsically motivated. It can be achieved by simply asking employees for their opinions on proper(postnominal) issues or ideas. Such a criterion makes them feel that their opinion matters and is valued thus giving them an important role within the company. Recognition also includes acknowledging employees performance which in fact is really high on the list of employee needs for motivation. Managers should associate recognition in return with monetary gifts. Although employees would prefer money, but sometimes they might also appreciate praise, a verbal or a written â€Å"Thank you”. clutch is another form of non-monetary incentive. Even though its forte isn’t stressed enough however it has a significant impact on employees. Employees would appreciate being involved directly with their immediate supervisors.\r\nThe daily interaction builds good relationships. Discussing and sharing different points of view and ideas assist employees in getting involved thus motivated. And in return involved employees will touch off working beyond what is required from them in their job description and go the extra mile for the business. Furthermore the quality time spent with employees can be a vast enabler for understanding their current motivators. This relationship is the only and the most important factor in employees’ retention. juvenile surveys have also found that flexible work arrangements improve employees’ motivation and retain them. In addition, having a clear staffin g structure in the business with a scope for career development can puff up both engagement and motivation. Likewise having a subsidy or commission structure and creating a â€Å"familial” atmosphere, in which everybody is treated plumb, can also maximize employees’ motivation and productivity. Similarly, as the proverb says â€Å"With great power comes more responsibility”, empowering employees to take responsibility for their own job and distributing leadership across all the levels in an organization can encourage, motivate and engage them with their tasks, oddly if they can be left to work autonomously. David McClelland, like Maslow, also believed that people develop various needs throughout their life experiences. However, the only difference amongst McClelland’s theory and Maslow’s is that it assumed that different people have different patterns of needs.\r\nMcClelland’s theory focused on the need for achievement which is the desi re to do something better than it has been done in front, the need for power which is the desire to control, influence, or be responsible for other people and the need for stand, which is the desire to maintain close and friendly personal relationships. According to McClelland, employees have all these needs to some extent but with different intensities. The relative strength of each need affects what will motivate each person. Managers through their daily interaction with employees can understand their behavior and the kind of motivation that best works. For example, employees with a voiceless need for achievement are more motivated by success than by money while employees with a strong need for power seek out proficiency and responsibility whereas employees with a strong need for affiliation give ambition a back position in exchange for approval and acceptance. Similarly, Vroom’s â€Å"Expectancyâ€Valence” theory suggested that people are most motivated to se ek achievable and worthwhile results.\r\nMeaning that, the strength of motivation is a function of the perceived value of the outcome and the perceived hazard that the behavior will result in the outcome. Moreover studies have shown that making work more evoke to employees will make them give it their full attention and enthusiasm. This can be achieved by job rotation, enlargement, and enrichment. avocation rotation gives employees more variety by moving from job to job and giving them the opportunity to learn new skills through cross-training. Job enlargement also assumes job variety by adding more duties to the job which in return makes it more satisfying and motivating. Job enrichment as beg offed by Herzberg gives employees more responsibility to make decisions and more recognition for good performance. Most of these motivation theories have one thing in common: Managers must consider individual differences while conniving rewards. They should al ways keep in mind that wha t motivates one person may not motivate another. So they need to offer a variety of rewards and fairly distribute them to avoid discrimination.\r\nLinking Motivation to Performance\r\nIn order for us to study the tax write-offs of employees’ motivation on the organizational performance, it would be essential for us to start by defining the organizational performance and strength terminology. Researchers do not agree on a specific definition for organizational performance. In fact, they look to it from different perspectives and they might adopt divergent views in defining it. Moreover, some of them have already created business models in an effort from them to explain and highlight this free pillar concept in today’s business World. However, the grounds for defining the organizational performance and effectivity are common among the majority of researchers. According to bloody shame et al, (1996), organizational performance is the ability of a company to attain its goals and objectives by the use of its resources. It is the uttermost utility and efforts of the essential constituents of an organization in achieving the organizational goals and it reflects these constituents’ satisfaction in the input-output transformation process, as seen by Matthew et al, (2005).\r\nFinally, organizational performance is deemed to be â€Å"the process of placement targets and attaining them proficiently in spirited and energetic surroundings” (Constant.D, 2001). But, the breakneck challenge remains in creating such â€Å"energetic” surroundings in nowadays business environment in an attempt to reach the highest levels of motivation. several(prenominal) studies conducted around the World and in different organizations conjure that a positive relationship exists in the midst of the organizational performance and employees’ motivation. Thus, it becomes incontestable that when an organization tries to increase its employees’ satisfaction by motivating them, it will be change magnitude their performance and their effectiveness in achieving the organizational objectives set by the corporate level of management. And this is again affirm by Matthew.J. et al, (2009), who consider the maximization of usefulnesss to be the fruit of a higher level of effectiveness and efficiency among workers in the business set, generated by satisfaction, enjoyment and internal motivation. Many organizations, even unintentionally, found themselves enjoying a higher performance and effectiveness by increasing their employees’ degree of motivation.\r\nMany researches were conducted in an attempt to explain the nature of the relationship surrounded by the Human Resources Management (HRM) practices and the organizational performance. In a study recognise by Paul, A.K., & Anantharaman, R.N. (2003) and titled â€Å" move of people management practices on organizational performance”, the authors see that it i s crucial for employees to be motivated, satisfied and committed in order for them to bring value and significantly endure in the success of their organizations. Therefore, this reflects the corroboratory link between HRM policies and organizational performance through HRM output. On the other hand, controls (size, capital intensity, union intensity) which are all subtitles under the HRM policies section, may influence directly the organizational performance according to another study conducted by Huselid (1995). Thus, fetching into consideration these studies, it is now clear that the HRM policies enjoy a duplicate relationship with the organizational performance (direct and indirect relationship), as they include motivation. And here, we should not forget to emphasise the importance of employees’ retention, one of the major Key Performance Indicators (KPIs) in the HR of every organization, in establishing the coherence of this relationship.\r\nIf a company is unable to retain its internal customers (employees), then it will encounter difficulties in capitalizing on its human asset. Thus, it is important to set employees’ retention as an indispensable condition to be satisfied before discussing the implications of motivation on performance. In addition to that, it is important to shed light on the fact that organizational performance is a function of a quite a little of variables that must be taken into consideration when standard overall performance. A. Katou (2008) suggests that the performance is the big framework under which concepts such as effectiveness, efficiency, development, satisfaction, innovation and quality fall. And since these concepts are the basic components of organizational performance, thus it becomes steady that each one of them is directly associate to performance.\r\nTherefore, anything that might positively affect any of these concepts might also be positively reflected on performance itself. Thus, when measuring the increase in organizational performance due to motivation, it becomes live to take in consideration positive implication of motivation on each of these concepts. A high organizational performance might result due to a higher level of effectiveness achieved in top management positions when setting the appropriate goals and objectives and communicating these objectives to all levels and departments within the organization. And motivation, once found among top managers, it will play a major role in increasing the effectiveness of these managers in setting the appropriate goals to reach. A motivated manager will put the interest of the whole organization as a priority and will work hard with his subordinates to achieve them. In a similar context, the Behavioral School of Management suggests that employees are more in all probability to express a high sense of motivation when they work with a motivated manager (Hawthorne studies).\r\nStaying within Katou’s study (2008) fram e, motivation is directly related to efficiency, which constitutes the ability of firm to meet its objectives using the least amount of resources. Motivated employees are more in all likelihood to consider the costs that their organization incurs to achieve the expected goals and objectives. So, they think about squeezing the costs as a way to increase their revenues and profits, leading to a maximum efficiency and performance. Moving to the development, it is essential to say that an organization must always conduct a SWOT analysis, watching both its internal and external environment. Consequently, it must analyze any opportunity looming and assay its best to make out of it the most profit it could. Thus, motivation here is essential key to performance since it leads to a proactive hands that constantly analyzes the external environment for any opportunity, and that for good trying to indicate the future. Hence, motivation turned out to be responsible of the subsequent future of an organization in addition to its ulterior prosperity. Finally, adhering to Katou’s research (2008), motivation is at the root of every step forward in the innovation concept. Definitely, a demotivated workforce will soon suffer from the routine of the daily work and will never think of finding new ways in achieving the organizational objectives or manufacturing a product and so on and so forth.\r\nThus, a huge role is attributed to motivation in this direction. And once motivation and innovation meet, a positive synergy is created among workers at all levels of management, driving the whole organization to realize and achieve high quality and standards in service of process its customers, either by providing high quality products or offering high quality services in the business environment. This would definitely drive us to talk about the competitive advantage that high quality and innovation would both create within the organization itself, leading to outperforming co mpetitors and to the generation of core competencies that provide the organization with the power to overcome any threat compel by the presence of any competitor.\r\nThus, the outcome is a higher performance due essentially to motivation. In a recent study by neonatal intensive care unit Ioana Elena (2011), a motivated workforce will also ensure, in addition to all of the previous consequences discussed above, a better assumption of responsibilities in the organization leading to higher levels of performance. She also affirms in her study that organizations in which employees are motivated are more likely to witness small absenteeism rates, very low effect fluctuations, a negligible Procrastination rate (Fatigue, Stress), and flighty percentages of Sabotage and Docking among its employees, all of them associated with burnout that leads to modest levels of organizational performance. Finally, motivating employees might show to be of a certain intrinsic value to the organization it self. In fact, when an organization takes care of its employees, constantly trains and develops them and motivates them to work harder and achieve organizational goals in the most effective and efficient way, they would feel that they are treated as important assets in the company and they would feel the importance accorded to them by their supervisors.\r\nThus, they will adopt a positive stead towards the organization they work at, and this will be reflected by a better organizational reputation which may in a way or another have its own indirect implications on the organizational performance and on the way the organization is seen by competitors or other factors or players in the business environment. This point should be definitely treated in the light of the close working relationships that might relate employees from different organizations. A final point we would like to consider is the equity v/s shabbiness perception among employees. Usually, in the business framework, em ployees tend permanently to compare themselves to other employees in the same organization (Internal Equity), or in other organizations (External Equity). An employee who intuits a perception of inequity compared to one of his colleagues might face the situation with a fight, fright or flight reaction. And these reactions may increase the employees’ turnover rate, hence cut the organizational performance. However, motivation is the only remedy in this case, reducing inequity perceptions (Internal & External) among employees, contributing in employees’ retention and therefore increasing the overall organizational performance.\r\n goal and Recommendations\r\nAfter we have discussed all of the factors affecting the employees’ performance in the work environment, either positively or negatively, and after having already examined the positive correlation between employees’ motivation and employee’s performance at work by showing the positive result s and outcomes that may gratify a motivated workforce to the organization, it becomes inarguable that focal point on employees’ motivation as a way to increase organizational behavior is vital in insuring the organization success and continuity. In fact, a lot of organizations nowadays consider enhancing the HR practices and orienting all of their HR efforts towards achieving a higher level of motivation among employees as important as any other financial or strategic business planning. Actually, employees represent the internal customers of the organizations and their importance to the organization is as be as the importance of normal customers. Thus, they should be taken care of and they should be treated the same way an organization treats its customers.\r\nThis issue has become a very hot topic in recent business and research studies as a considerable number of companies went out of business because of lack of motivation among employees in certain industries where moti vation does really count. In addition to that, business planning has noticed a new trend, including a major consideration of employees’ motivation as a key factor leading to success. For instance, entrepreneurs are becoming more and more aware of employees’ motivation and they are including in their plans effective steps to implement in order to increase the level of motivation, even before starting the business. And this shows the relevance of such an issue in nowadays business world. Moreover, since reaching a high level of performance in the organization is the common primary goal of the different usable departments, starting with the finance department and not polish with the marketing and sales departments, it becomes wiser to think of centering all the efforts towards increasing motivation as a way to achieve a higher level of performance, or even making it the common primary goal to reach among all of these functional departments.\r\nHowever, many questions ca n be addressed in this regard as motivation is relative to each employee and is a function of a multitude of cultural and societal variables. Therefore, it is not roaring to achieve motivation among every individual element of the workforce and it is also not easy to reach perfection in realizing that task. Eventhough high motivational levels among employees might be reachable, it is almost impossible for executives in an organization to reach a level at which they can say: â€Å"Thank God our organization is blessed with a perfectly motivated workforce”. This may be witnessed due to the different human, psychological, social and cultural backgrounds of employees. Finally, another factor that may pose a challenge is the ability of the HR force play to manage the issue between theoretical and hard-nosed discrepancies regarding motivation as nothing can be perfectly applied, and everything is subject to change due to an unbounded number of reasons that deserve further researc h and study.\r\nReferences\r\nAli, R., & Ahmad, M. S., (2009). The Impact of Reward and Recognition Programs on Employee’s Motivation and propitiation: An Empirical Study.\r\nBaldoni, J., (2005). Motivation Secrets. swell Motivation Secrets of Great Leaders. http://govleaders.org/motivation_secrets.htm\r\nBeugré, Constant, D., & Offodile, O. F., (2001). Managing for organizational effectiveness in sub-Saharan Africa: a culture-fit model. The International ledger of Human Resource Management, 12 (4), 535-550.\r\nDanish, R. Q., & Usman, A., (2010). Impact of Reward and Recognition on job Satisfaction and Motivation.\r\nHonold, L., (1997). A Review of the Literature on Employee Empowerment.\r\nHuselid, M.A. (1995). The impact of human resource management practices on turnover, productivity and corporate financial performance. Academy of Management Journal, 38, 635-670.\r\nKatou, A.A., & Budhwar, P.S. (2008). Human resource management systems and organisatio nal performance: A test of a mediating model in the classical manufacturing context. International Journal of Human Resource Management, 17, 1223-1253.\r\nMary James, University of Cambridge. Dr Gordon Stobart … 1.5 Relationship between assessment and aspects of motivation… 14. 1.6 derivative instrument ….. review findings and reference to current practice in the UK at the consultation ….. et al. ( 1996)\r\nMaslow, A. (1954) Impact of Motivation on Leadership Personality, a Journal of Socia Sciences, vol 9, pg 23-43, New York payoff Limited.\r\nMatthew, J., Grawhich, & Barber, L. K., (2009). Are you Focusing both Employees and Organizational Outcomes. Organizational Health Initiative at holy man Louis University (ohi.slu@edu), 1-5.\r\nPaul, A.K., & Anantharaman, R.N. (2003). Impact of people management practices on organisational performance. International Journal of Human Resource Management, 14, 1246-1266\r\nRynes, S. L., Gerhart, B., & Mine tte, K. A., (2004). The Importance of Pay in employee Motivation: Discrepancies between What People say and what they do.\r\n'