SUBMITTED BY Safdar Ali Ishtiaq Ahmed Sidra Shafi Faisal Nawaz M. Sharjeel
SUBMITTED TO Sir, Muhammad Sufiyan
Quaid-i-Azam School Of Managment Sciences
ACKNOWLEDGEMENTS
The first and foremost thanks goes to Almighty Allah; Al Rehman; Al Raheem for giving us the strength and courage to overcome all the problems in this project work and enabling us to complete this project work on time successfully. We would like to express my sincere gratitude to my Instructor, Sir, MYHAMMAD SUFIYAN for his valuable knowledge, cooperation, guidance, excellent advice, moral support and his valuable time.
Contents 1. INTRODUCTION .................................................................................................................................... 6 1.1 Purpose of the study ..................................................................................................................... 6 1.2 The objectives of the research are: .............................................................................................. 6 1.3 Employee performance................................................................................................................. 7 1.4 Relationship between motivation and employee commitment, retention and performance. .... 7 2. MOTIVATION ........................................................................................................................................ 7 2.1 Motivation as a process ................................................................................................................ 8 2.1.1 NEED ...................................................................................................................................... 8 2.1.2 DRIVE ..................................................................................................................................... 8 2.1.3 GOAL ..................................................................................................................................... 8 3. TYPES OF MOTIVATION ........................................................................................................................ 8 3.1 Intrinsic Motivation ....................................................................................................................... 8 3.2 Extrinsic Motivation ...................................................................................................................... 9 4. DIFFERENT AUTHORS VIEW ABOUT MOTIVATION .......................................................................... 10 4.1 Maslow's Hierarchy of Needs: .................................................................................................... 10 4.2 Frederick Herzberg's two-factor theory: ..................................................................................... 11 4.3 Alderfers ERG Theory ............................................................................................................... 12 4.4 Expectancy Theory ..................................................................................................................... 12 4.5 Edward L. Deci and Richard M. Ryan, ....................................................................................... 13 5. HISTORICAL PERSPECTIVE OF MOTIVATION...................................................................................... 13 5.1 Be tough approach or the forces of darkness: ........................................................................ 13 5.2 Be good approach or the forces of light: ................................................................................. 14 5.3 Total Quality Management and Reengineering 1980s And 1990s ............................................. 14 5.4 Reengineering: the rise and spread of a promising idea: ........................................................... 15 6. IMPACT OF FINANCIAL & NON-FINANCIAL INCENTIVES ON EMPLOYEE MOTIVATION AND PERFORMANCE. .......................................................................................................................................... 15 6.1 Financial incentives to Motivation and Employee performance ................................................ 16 6.3 Non Financial: ............................................................................................................................. 17 6.3.1 Job design to motivation and performance ........................................................................ 17 6.3.2 Participation to motivation and performance .................................................................... 17 6.3.3 Goal setting to motivation and performance ..................................................................... 18 7. ORGANIZATIONAL COMMITMENT: ................................................................................................... 19 7.1 Role of Motivation in Commitment and Retention of Employee in an Organization................. 19 7.2 How committed employees can contribute into organizational performance: ......................... 20 7.3 The Nature of Commitment: ....................................................................................................... 20 7.3.1 The Fast Track to Commitment ........................................................................................... 20 7.3.2 Affective commitment: ....................................................................................................... 21 7.3.3 Continuance commitment: ................................................................................................. 21 7.3.4 Normative commitment: .................................................................................................... 22 8. RETENTION AND ORGANIZATIONAL PERFORMANCE ....................................................................... 23 8.1 Role of motivation to retain and boost Employees performance: ............................................. 23 8.2 Motivation as staff retention: ..................................................................................................... 23 8.3 What is employee turnover? ...................................................................................................... 23 8.3.1 Voluntary turnover: ............................................................................................................ 23 8.3.2 Involuntary turnover: .......................................................................................................... 24 8.4 How employee turnover affects organizational performance in terms of high cost: ................ 24 8.5 Why people leave organizations: ................................................................................................ 24 8.6 What organizations can do to get rid of these situations? ......................................................... 24 8.6 Motivational Factors Influencing Employee Retention to increase organizational performance. . 25 8.6.1 Financial Rewards: ............................................................................................................. 25 8.6.2 Job Characteristics: ............................................................................................................ 26 8.6.3 Career Development: .......................................................................................................... 26 8.6.4 Recognition: ........................................................................................................................ 26 8.6.5 Management: ...................................................................................................................... 26 8.6.6 Work-Life Balance: ............................................................................................................. 26 8.6.7 Organizational Culture: ...................................................................................................... 27 9. PSYCHOLOGICAL FACTOR AFFECTING EMPLOYEE RETENTION: ........................................................ 27 10. THE IMPACT OF ETHICAL LEADERSHIP AND LEADERSHIP EFFECTIVENESS ON EMPLOYEE PERFORMANCE. .......................................................................................................................................... 28 10.1 The Mediating Role Of Work Related Stress On Organizational Performance. .......................... 28 10.2 Role Of (Pos) Perceived Organizational Support On Employee Commitment, Retention And Its Performance. .......................................................................................................................................... 29 11. EMPLOYEE ENGAGEMENT IN PERFORMANCE. ............................................................................. 30 11.1 Evolution of employee engagement and its definition: ............................................................. 30 11.2 Drivers of Employee Engagement ............................................................................................... 30 11.3 Role of Employee Engagement and Organizational Performance .............................................. 30 11.4 Employee Engagement Human Resource Perceptive in Organization Commitment. ................ 31 12. PROBLEMATIC EMPLOYEES: ........................................................................................................... 33 12.1 Recognizing problematic employee: ........................................................................................... 33 12.2 How to motivate problematic employee: ................................................................................... 34 12.3 Motivation of problematic Employees in Short Term: ............................................................... 34 12.4 Motivation of Survey problematic employee Employees in Long Term: .................................... 35 12.4.1 Proper Resource Management and Job Design: ................................................................. 35 12.4.2 Life-long Learning Programs: .............................................................................................. 35 12.4.3 Open-entryway Communication: ........................................................................................ 36 12.4.4 Effective Rewarding System: ............................................................................................... 36 12.4.5 Diverse and Contingency Style of Leadership Working: ..................................................... 36 12.4.6 Empowering and Valuing problematic employees: ............................................................ 37 12.5 Motivating problematic employees for improvement of organization goals: ............................ 37 12.5.1 Management commitment: ................................................................................................. 37 12.5.2 Employees empowerment of problematic employees: ...................................................... 38 12.5.3 Reward to problematic employees: ..................................................................................... 38 12.5.4Feedback of problematic employees: ........................................................................................ 39 13. CONCLUSION .................................................................................................................................. 40 14. REFERENCES: ................................................................................................................................... 41
1. INTRODUCTION Employee motivation is an important part of managing employees. This is because motivation can be directly linked to job performance. Managements basic job is the effective utilization of human resources for achievements of organizational objectives. Motivating your employees is critical to any business because there is a competitive environment between the various business organizations so all companies are trying to manage their costs to retain their critical employees through motivation. Employee motivation is one of the main issues faced by every organization. So the main task of every manager is to motivate employees and create the will to work among the employees. It is important to remember that a worker may be much capable of doing some work but we cant get good results if he is not willing to work. There is simple relationship between motivation and employee performance, employees would perform better when they are positively and consistently motivated on the other hand Employees who are not well motivated would not engage them in their job and wont perform well or leave the organization. Motivation is directly related to performance. A motivated workforce means a good productive staff, which will help organizations to achieve its goals. Before making a motivational strategy, first management should understand what motivates employees? And what drives them to their optimal performance? It will make easy for management to develop programs that are to be best to motivate and retain the best employees for their organization. 1.1 Purpose of the study The study sought to establish the relationship between motivation and employee performance through retaining and engaging the employees within organization. 1.2 The objectives of the research are: To inspect the motivational practices utilized from the part of companies. To establish the relationship between motivation and employee performance. To evaluate financial & non financial incentives used by management to encourage employees at work. To assess how reward system motivates workers. To explore Dynamics of problematic employees and how to motivate them. To investigate changes brought by a satisfied employee in a company. 1.3 Employee performance Employee performance refers to the efficiency and effectiveness of employees in achieving organizational objectives. (kootz et al., 1990) Employee performance can be evaluated by considering the level of absenteeism, quality of reports, and time of reporting for and leaving for duty. 1.4 Relationship between motivation and employee commitment, retention and performance. There is simple relationship between motivation and employee performance, employees would perform better when they are positively and consistently motivated on the other hand Employees who are not well motivated would not engage them in their job and wont perform well or leave the organization. The purpose of motivation is to create condition in which people are willing to work with enthusiasm, Interest, initiative, and zeal, with a high individual and group moral satisfaction with a sense of responsibility.
2. MOTIVATION The Word Motivation is derived from the word motive which means needs, wants, desires or drives inside the individuals. It is the process of stimulating people to actions to accomplish the goals. It can be considered as a driving force a psychological force that compels or reinforces an action toward a desired goal Or Internal and external factors that stimulate energy and desire in people to be frequently interested and dedicated to a job role and to exert an effort to attain a goal. Motivation results from the interaction of both conscious and unconscious factors. a. Intensity of desire or need, b. Incentive or reward value of the goal, c. Expectations of the individual and of his or her peers. These factors are the reasons one has for behaving a certain way. As a theoretical perspective, motivation stands for something which "energizes, directs, and sustains behavior." In simple terms, it is the degree and type of effort that an individual show in a behavioral situation. But we cannot consider motivation as sheer amount of effort. It also has link with the direction and quality of that effort. 2.1 Motivation as a process Motivation is a process that starts with a physical and psychological deficiency and creates a need that triggers human effort to drive for the goal achievement. It consists of three interacting and interdependent elements. NEED DRIVE GOAL 2.1.1 NEED Human needs arise due to a physiological and psychological imbalance for example need for food, hunger & thirst, sleep, sex, affection & affiliation, education, health, wealth, status, fame,. 2.1.2 DRIVE Drive decides the path or direction to materialize the needs. Right drive may result in achievement of the desired goals 2.1.3 GOAL And end of motivation cycle, goal achievement restore motivation & vice versa. 3. TYPES OF MOTIVATION
3.1 Intrinsic Motivation
Intrinsic Motivation implies that the singular's motivational jolts are hailing from inside. The distinctive has the longing to perform a particular undertaking, in light of the fact that its comes about are as per his conviction framework or satisfies a craving and consequently criticalness is joined to it. Our profound established cravings have the most astounding motivational force. Beneath are a few samples: Acceptance: We all need to feel that we, and in addition our choices, are acknowledged by our associates. Curiosity: We all have the yearning to be aware of present circumstances. Honor: We all need to admiration the standards and to be moral. Independence: We all need to feel we are interesting. Order: We all need to be composed. Power: We all have the yearning to have the ability to have impact. Social contact: We all need to have some social collaboration. social Status: We all have the yearning to feel critical.
3.2 Extrinsic Motivation
Extrinsic Motivation implies that the individuals motivational stimuli are originating from outside. As such, our yearnings to perform an errand are regulated by an outside source. Note that in spite of the fact that the jolts are hailing from outside, the aftereffect of performing the undertaking will at present be remunerating for the singular performing the assignment.
Outward inspiration is outside in nature. The most well-known and the most faced off regarding cause is cash. Beneath are some different illustrations:
Employee of the month grant benefit packages Bonuses Organized activities 4. DIFFERENT AUTHORS VIEW ABOUT MOTIVATION The earliest theory of motivation was proposed by the Greek philosopher Aristotle. Aristotle suggested that motivation was the result of an "appetitive" function, which always operated relative to some end or outcome. According to him, this "end" was shaped by the thought processes of ongoing perception, memory or imagination. He argued It is the object of appetite which originates movement, this object may be either the real or the apparent good...To the thinking soul images serve as if they were contents of perception...just as if it were seeing, it calculates and deliberates what is to co +me by reference to what is present; and when it makes a pronouncement, as in the case of sensation it pronounces the object to be pleasant or painful, in this case it avoids or pursues. "We do have different temperaments and different personality styles when we're born, but research shows that clearly our behavior, personality and motivation can be shaped," said psychologist, business consultant and author Paul White. "If you think of the word 'motivate,' the root is 'motive' -- which is a reason to act. When we're trying to motivate someone we're trying to give them a reason to act." According to white there are two broad categories of motivation proactive motivation, where you're trying to reach a goal, and fear-based motivation, when you're trying to avoid something. 4.1 Maslow's Hierarchy of Needs: Maslow's (1954) hierarchy of needs theory exhibits two characteristics. First, needs are arranged in an ascending hierarchy ranging from (1) physiological (2) security needs to higher needs classified as (3) love or belongingness, (4) self-esteem, and (5) self-actualization. Second, the satisfaction of a lower ranking need means that the individual is motivated by the next higher need, since a satisfied need is no longer a motivator. According to Maslow, people are motivated by unsatisfied needs.
1: physiological needs: includes hunger, thirst, shelter, sex, and other body needs. 2: Safety needs: includes Security and protection from physical or emotional harm. 3: social needs: Affection, belongingness, acceptance, and friendship. 4: esteem needs: internal factors such as self respect, autonomy, and achievement, and external factors such as status, recognition, and attention. 5: Self actualization: drive to becoming what we are capable of becoming includes growth, achieving our potential and self fulfillment.
4.2 Frederick Herzberg's two-factor theory: Intrinsic/extrinsic motivation, concludes that certain factors in the workplace result in job satisfaction, but if absent, they don't lead to dissatisfaction but no satisfaction. According to Herzberg an individuals relation and attitude towards work can determine success or failure. Herzberg further stated that certain characteristics are related to job satisfaction and others to job dissatisfaction. Intrinsic factors, such as advancement, recognition, responsibility and achievement are related to job satisfaction. Job dissatisfaction is a result of extrinsic factors; Supervision, pay, company policies, and working conditions. Herzberg finally states that a job do not get satisfying by removing dissatisfying factors and therefore dissatisfaction is not the opposite of job satisfaction. Hygiene Factors Motivators Job Environment job related Working conditions Achievement Salary Recognition Policies and administration Growth and advancement Supervision Responsibility Benefits Peer relationships In Herzbergs study the previous task-related motivators resulted in positive attitudes: recognition, achievement, possibility of growth, advancement, responsibility and work itself. Herzberg suggests that motivation is similar to an internal self-charging battery. For employees to become motivated the energy has to come from within. Herzberg argues that motivation is based on growth needs; it is founded upon satisfaction born of a sense of achievement, recognition for achievement, responsibility and personal growth. Herzberg suggest that recognition for achievement is translated into direct feedback, responsibility to self-regulation, authority to communicate, exercise of control over resources and accountability, whilst advancement and growth is translated into the central dynamic of new learning leading to new expertise.
4.3 Alderfers ERG Theory Alderfer, expanding on Maslow's hierarchy of needs, created the ERG theory. This theory classifies core needs into three groups Existence, Relatedness, and Growth. The Existence group is concerned with providing our basic material existence requirements. These comprise the items that Maslow considered to be physiological and safety needs. The Relatedness group includes the desire we have for maintaining important personal relationships. These social and status desires require interaction with others if they are to be satisfied, and they align with Maslow's social need and the external component of Maslow's esteem classification. Finally, Alderfer isolates growth needs as an intrinsic desire for personal development. These include the intrinsic component from Maslow's esteem category and the characteristics included under self- actualization. 4.4 Expectancy Theory Victor Vroom proposed the Expectancy Theory in 1964.which was modified by the Lyman Porter and Edward Lawler in 1968. Expectancy theory suggests that employee motivation is the result of three factors: valence (employee's desire to achieve the goal), expectancy (employee's confidence in task completion) and instrumentality (employee's belief that there will be a reward upon completion). The theory suggests that if there is lack of desire, confidence or reward it could result in to decrease in productivity. After Vroom, Porter and Lawler theory extended theory by classifying two types intrinsic and extrinsic of rewards. Intrinsic rewards include inner satisfaction, an employee feels after completing a project, and extrinsic rewards include external forms for example remuneration, promotion or prizes an employee receives for job well done-- both Intrinsic and extrinsic rewards result an increase in productivity.
4.5 Edward L. Deci and Richard M. Ryan, During the early nineties, proposed the theory of self-determination; focusing on the degree to which an individuals behavior is self-motivated and self-determined. According to Deci and Ryan, the three psychological needs motivate the self to initiate specific behavior and mental nutriments that are essential for psychological health and well-being for an individual. These needs are said to be universal, innate and psychological and include the need for competence, autonomy, and psychological relatedness. When these needs are satisfied, there are positive consequence (e.g. well being and growth), we're motivated, productive and happy. When theyre thwarted, our motivation, productivity and happiness plummet. Deci and Vansteenkiste claim that there are three essential elements to the theory: 1. Humans are inherently proactive with their potential and mastering their inner forces (such as drive and emotions). 2. Humans have an inherent tendency towards growth, development and integrated functioning. 3. Optimal development and actions are inherent in humans but they dont happen automatically. Whether this aspect of our humanity emerges in our lives depends on whether the conditions around us support it. The main mechanisms of Motivation 2.0 are more stifling than supportive.
5. HISTORICAL PERSPECTIVE OF MOTIVATION
5.1 Be tough approach or the forces of darkness: In the early 1900s, the forces of darkness projected and used their theory first. To motivate people to work, they assumed that management should be tough. In this approach managers, emphasizes such processes as centralized authority, rules and regulations, division of labor, clear separation of staff and line employees, planning and control (usually more control than planning), detailed record keeping, specialization, expertise and so on. This view is common to three movements: the scientific management and classical management schools, and the bureaucratic movement. These schools of thoughts produced machine theory of organization or mechanistic theory. In machine theory, people are considered adjuncts to machines. Machine theory assumes that people work primarily to earn money. Therefore, people will work only if driven by fear of losing their jobs. It suggests that there must be close supervision. It must bring out every rule and give the worker the narrowest possible range for discretion. Labor, so goes the theory, can be bought and sold just like any other commodity and can be treated in the same way. The be tough approach provides no incentive for workers doing more than the bare minimum. 5.2 Be good approach or the forces of light: After great depression the be good approach or the human relations school of management was emerged. After the Second World War, this school of thought came into its own, building on the work of Barnard, and the Hawthorne studies sponsored by Harvard University and directed by Elton Mayo. The be good approach wanted to raise employee morale by providing good working conditions, employee services, high wages, fringe benefits, with decent and fair supervision. The supposition behind this approach was that if management was good to employees, Employees would work harder out of gratitude and loyalty. The development of satisfied employees would result in a more dedicated workforce willing to work harder. However, the supposition that satisfied employees work harder was never confirmed by research. In the words of March and Simon satisfied workers are motivated to participate but not necessarily to produce (March and Simon, 1958). In the 1950s and 1960s, the human relations movement made enormous progress and enlisted many followers. In America, universities placed great emphasis on employee-centered aspects of leadership. Similarly, in England, the Tavistock Institute focused its research on the relationship between type of task and group preference. 5.3 Total Quality Management and Reengineering 1980s And 1990s In the start of the 1980s American business started to falter. Productivity declined quality of products and services deteriorated, and the trade deficit start to rise. For the first time, America was finding it very hard to compete with Japan and other industrialized countries. The work environment was changing rapidly. In this energetic context, motivation theory had to change too, Dr W. Edwards Deming was promoting the TQM. The TQM crusade took root in the USA with the airing of an NBC televised program in 1980 entitled If Japan can, why cant we? TQM contained many of the beliefs of the human relations school, enough to be considered a true successor of the be good approach. It promoted decent treatment of people, removal of quotas and slogans, true employee empowerment and so on. In the 1980s, the TQM and socio-technical systems concepts were implemented in many companies in America and abroad. But during President Bushs recession years, the quality movement lost influence. Quality management essentially became quality control, and macho managers fired their employees who had poor quality measurements. 5.4 Reengineering: the rise and spread of a promising idea: Reengineering seemed easy, rational, and practical. It was defined by its supporters as the essential redesign of a companys business processes, reinventing the ways of doing business to meet the demands of a modern economy. Its focus was on work processes. The benefits would come from streamlining or eliminating bureaucratic measures and improving efficiency through better, more comprehensive work processes. This also would increase job satisfaction through the formation of multi-skilled teams who accepted significant responsibility. Although the designers of reengineering always insisted that reengineering was about rethinking work, not eliminating jobs, managers associated reengineering with downsizing. Reverting to an earlier analogy, the idea was stolen by the forces of darkness as a new weapon against the forces of light.
6. IMPACT OF FINANCIAL & NON-FINANCIAL INCENTIVES ON EMPLOYEE MOTIVATION AND PERFORMANCE.
Financial incentives What is the logic behind using financial incentives? And what is the impact of financial incentives on employee motivation? The answer is the using financial or other monetary incentives in the classic performance model are based primarily on the theoretical suggestion of reinforcement theory. The main theme of reinforcement theory is on the relationship between the desired behavior performance and a motivational instrument pay for performance and it is used as basis for the techniques and principles and of organizational behavior modification Organizational behavior modification is defined as a framework in which employee behaviors are identified, measured, and analyzed in terms of their functional consequences existing reinforcements and intervention is developed by using principles of reinforcement. Organizations use different financial incentives to increase individual and group performance and productivity. These types of financial incentives include individual and small group rewards, profit sharing, gain sharing incentive plans. 6.1 Financial incentives to Motivation and Employee performance Financial incentives increase motivation and employee performance moderate to significant, but their efficacy is dependent on organizational conditions. Two recently conducted reviews of the effects of organizational behavior modification show that financial incentives considerably improve task performance. In 2003 Stajkovic and Luthans conducted meta-analysis of 72 field studies the analysis prove that using financial incentives as organizational behavior modification intervention improved task performance by 23 percent, while an intervention with social recognition increased performance by only 17 percent and feedback improved performance only 10 percent. Moreover, the performance improved by 45 percent when all three types of motivational reinforces were combined. A second meta-analysis was conducted by the aforesaid authors centered on only on manufacturing and service organizations, they found that performance improvements are generally greater when interventions introduced in manufacturing organizations than when introduced in service organizations. Interestingly, these authors also find that when combination of financial, nonfinancial, and social rewards produces applied in manufacturing organizations it produced strongest effect.
Job Design
Job design has its roots in Frederick Herzbergs two-factor theory of motivation and his directions for enriching jobs and then performance by incorporating satisfiers that are associated to personal growth into work settings. These satisfiers include jobs designed to give a sense of challenge or achievement. Recently, most work design attention is based on Hackman and Oldhams (1980) job characteristics model. They suggest that jobs rich in motivating characteristics such as task significance stimulate psychological states such as experienced meaningfulness of work among job holders that, in turn, enhance the probability of desired personal and work outcomes. For example, the significance of a task can activate a sense of meaningfulness of work in employees that results in better performance.
6.3 Non Financial: 6.3.1 Job design to motivation and performance Job design is an effective strategy to enhance the motivation and increases employee performance. Job design and alternative work schedules proved to be useful strategies for improving performance. Job redesign has been found to increase job satisfaction, productivity, organizational commitment and work quality and reduces absenteeism employee turnover,
Participation The classic performance model uses many terms to explain employee participation in the workplace, such as employee involvement, employee empowerment and participative management, Glew. Et. al defines participation as a conscious and intended effort by individuals at a higher level in an organization to provide visible additional role or role- expanding opportunities for individuals and groups at a lower level in the organization to have a greater voice in one or more areas of organizational performance 6.3.2 Participation to motivation and performance Participation has a significant positive impact on employees motivation, performance and employees reactions to the organization. Generally participation results in more satisfaction with organizational processes, decisions and stronger commitment to the organization. Employees who have a feeling of more control at work are more, more motivated, satisfied and more committed to the organization. Although Participation has a positive impact on employees performance but some authors suggest that there is limited impact participation on employee performance. In (1994) Wagner from his meta-analysis of participation research concluded that participation has positive but limited effect on employee performance. Because Decision processes in which there is limited employee involvement have limited results on performance
Goal Setting Goal setting involves establishing clear standards for employee performance and providing feedback to the employee regarding the extent to which the standards have been achieved. Goal- setting theory suggests that when goals are conscious and well-specified identified as the objective of an action to achieve a particular standard of performance affect the actions of employees.
6.3.3 Goal setting to motivation and performance Challenging and specific goals are supposed to improve the performance of employees. Various researches on Goal-setting suggest that for specific and challenging goals are linked with higher levels of performance. On the other hand same research also suggests that narrow goals and potentially conflicting goals may result decrease in performance. When challenging goals are established these can stimulate high performance, but the research suggests that the complexity in goals can also bring motivational challenges. Task complexity, the dynamic and interdependent nature of tasks, can have significant implications for the goal and performance relationship. In 2002 (Locke and Lathans ) suggested that Setting difficult goals may result in decreased performance, while setting do-your-best goals or goals that support employees to explore strategies to tackle the task may increase performance. The experience and knowledge of the employee and the strategies needed to complete the task can influence the goal and performance relationship. The goal and performance relationship becomes strongest when employees are committed to their goals and receive monetary or other incentives and feedback related to the accomplishment of goals. In 1999 Ambrose and Kulik suggested that Challenging goals can be enhance performance when employees are committed, give input, perceive incentives for achieving them and receive feedback.
7. ORGANIZATIONAL COMMITMENT: Numerous meanings of organizational commitment are found in the literature. Bateman and Strasser state that organizational commitment has been operationally characterized as "multidimensional in nature, including a worker's devotion to the organization, readiness to push exertion for the benefit of the organization, level of objective and esteem congruence with the organization, and desire to keep up engagement" (p.95). Mowday, Steers, and Porter 7.1 Role of Motivation in Commitment and Retention of Employee in an Organization. In the duration of 1988-2000, the organizations faced a lot of difficulties in attracting and retaining the employees in their organization with those skills which were needed for their work. In 2001, when economic downtrend took place, it forced most of the organizations to bring to an end its business or reduce its number of employees. In the past year alone we see that a million of U.S jobs have been removed departure a picture of lost trust, eroded loyalties, financial demise, growing employee cynicism and diminished productivity.
The purpose of the motivation is to high lights the issues of employees and discovers how to overcome these issues of employees which increase the productivity of business results. These issues can be resolved by solving the problem of retention. The working population is divided into three categories which are: people who are engaged (loyal and productive), those who are not engaged (just putting in time), and those who are actively disengaged (unhappy and spreading their discontent).It is difficult for an organization to fulfill the needs of three categories in a same way and use them in a productive manner so its uses different motivational tools for different categories. These tools are acknowledgment and response, the prospect to gain knowledge and grow, fair reward reflecting an employees contributions and value to the organization, a high-quality work environment, and above all, recognition and admiration for the distinctiveness of each persons competencies, needs, desires and style. Now a day the role of manager is very important. He faced vibrant and unpredictable work environment marked by continued turbulence in the economy. He performs more tasks then the old manager to motivate and retain their employee because employee motivations, beliefs and value structures differ vastly from the past and from one another. For this purpose manager have to deal with his employees one at a timeasking questions of, listening to, and working together one-on-one. There it is said that a good manager is that person who find the talent in their employees and satisfy their talent employees with good working conditions because satisfaction is a key element for the employee decision whether he leave the organization or stay in the organization. Specifically the role of manager is a catalyst in an organization. He doesnt do the special kind of work but he speeding up the work of their employees in this manner to achieve the goals of an organization in a good way through motivation. If all the managers of an organization play this role in an effective manner then the organization becomes strong, one employee at a time. 7.2 How committed employees can contribute into organizational performance:
Managers and other key employees should possess an understanding of the value of worker commitment and how it can be achieved. Policies and activities to promote staff loyalty and stability should be incorporated into the culture and everyday life of the organization. Fully committed employees have a wish to maintain association in the organization.
7.3 The Nature of Commitment: Commitment has been defined as the strength of an individuals identification with and involvement in an organization (Mowday et al., 1979). The concept can be broken down into three components: i. A desire to maintain association in the organization ii. A belief in and acceptance of the values and goals of the organization iii. A willingness to put forth effort on behalf of the organization.
7.3.1 The Fast Track to Commitment In order to get employees committed rapidly. Employees should feel emotionally involved to the organization; feel that leaving would involve a personal sacrifice and that they have an obligation or responsibility to stay.
7.3.2 Affective commitment: The employees emotional attachment to his or her organization. New starters have willingly selected the organization. They came through appropriate process and resigned from previous job. They are incoming in their new place of work full of enthusiasm and hope, and if the subsequent elements are positive, they will quickly build up that all-important attachment. 7.3.2.1 Group cohesion Fitting in with the team or with colleagues is significant to the development of an emotional attachment at work. Social events, culture of co-operation, rather than competition, and teambuilding activities will all help out in making the new starter feel at home. 7.3.2.2 Dissatisfaction Conflict with managers and supervision a general cause for resignations is the feeling that managers are not providing fitting leadership, Or treating employees unfairly or discriminating their staff. Team leaders and Managers ought to be selected for their leadership qualities, methods, receiving training in leadership skills of resolving conflict, and senior management. 7.3.2.3 Feedback on performance Employee should be clear about their responsibilities and performance standards, given positive feedback on their performance and its assessment that is fair.
7.3.2.4 Employee involvement Participation Making employees feel that your ideas and opinions are valued. Employee should be informed about the future plans and changes and discussing their implementation. 7.3.3 Continuance commitment: An employees perception of the costs and risks related with leaving his or her existing organization. There are two aspects to continuance commitment: the own sacrifice that leaving would involve and a lack of alternatives available to the person. How then can the employer compete with other employers for their employees affections? 7.3.3.1 Pay It should be fair with internal labor market and competitive with external one. Clear explanations should be provided concerning the relationship between performance and reward. They should be reviewed and compared regularly with other employees. 7.3.3.2 Career development Dissatisfaction with career prospects is a key reason of employee turnover and his or her bad performance within organization. 7.3.3.3 Flexible work options Keeping in view the work-life balance, most of the organizations have provided friendly working environment and family friendly policies. In the shape of workshops aimed at achieving a better work-life balance, gradual return to work programs for maternity leaves, advisory service for children etc. 7.3.3.4 Employee benefits The basic purpose is to reward the loyalty of employee to make their performance longer and productive for the organization. It can differ at different hierarchal levels for different employees. Such as; Car and private medical facilities for upper level of managers. And for majority of employees cafeteria benefits which may involve employees to choose from them. 7.3.4 Normative commitment:
A moral aspect based on a persons felt obligation and responsibility to his or her employing organization. A feeling of obligation and responsibility to the employer will differ between individuals, given alike circumstances. Individuals who have been in a job by their organization for many years would resign today if they could afford to retire or find another job, while some individuals who have only been with their company for a short time are embarrassed if they have to resign for unavoidable reasons. The elements which might help to increase a feeling of obligation include; 7.3.4.1 J obs job should be rewarding. It should be designed to make the most of skill variety, autonomy, task significance and feedback should offer opportunities for learning and development. 7.3.4.2 Training. If new employees are not given a proper time and counseling in terms of training regarding their work. They may observe that their employer has not fulfilled their duty or responsibility to them if theyre not capable to carry out the work.
8. RETENTION AND ORGANIZATIONAL PERFORMANCE 8.1 Role of motivation to retain and boost Employees performance: All organizations come across the issue of motivation whether they are in the public or a private sector. Organizations in both sectors have objectives which can only be achieved by going through the right track and motivating the employees to get the desired result through the process of motivation. Employee motivation is perhaps the biggest driver of organizational performance. Towers, P. (2003) 8.2 Motivation as staff retention:
Retention is the process of actually keeping employees in an organization as it is one of the key essentials that are compulsory for organizational achievement. But it is not the easy task to achieve fully. It needs hard work and assessment of opportunities and strength in relation to weaknesses and threats of organization. The big problem among of them is an employee turnover.
8.3 What is employee turnover? Employee turnover refers to, when an employee engaged in a certain position in a company who leaves that position after a certain period. It is the rotation of workers around the labor market; occupations and jobs, firms, and between the states of employment and unemployment. Turnover comes in two types.
8.3.1 Voluntary turnover: When employee or staff ask voluntarily to end the employeremployee relationship due to factors such as benets in terms of fringe benefits, salary, and work environment.
8.3.2 Involuntary turnover: Involuntary turnover is one in which employee or staff who do not leave voluntarily; the most familiar example of this is when an employee is red or given severance pay.
Voluntary turnover contribute to loss of human capital and relational capital for the company, as well as a loss of employee expertise. 8.4 How employee turnover affects organizational performance in terms of high cost:
When Employee leaves the job, what organization lost? organization lost not only worker, but also lost the consumers & client, information of production, existing projects, rival and precedent history of the organization. When the employees shift they not only take skills and knowledge but also trade secrets with the rivals. Organization Research reveals that the cost of replacing of previous employees with new is estimated up to two times the employee yearly salary. Along these, organization also bears the other different costs due to employee turnover. Separation Temporary replacement Recruitment & selection Induction & training costs.
8.5 Why people leave organizations: follow a line of investigation into the major factors that cause employees to leave can be inappropriate-ate recruiting processes (Lo and Lam). In many cases, still engaged employees are at times dissatisfied with the outcomes of organizational performance which may show the way them to look somewhere else. A part from this People leaves their jobs for different reasons health, family, other personal reasons, career moves and retirement. 8.6 What organizations can do to get rid of these situations? In future the major gains will come from scientifically improving an organizations intrinsic reward procedure making the work itself so pleasing and stimulating that employees themselves wont want to leave. It can be explained through, Why employees stay? When employees do stay? And why they decide to engage or not with their job and with the organization.
8.6 Motivational Factors Influencing Employee Retention to increase organizational performance.
Keeping in view the human psyche, there can be allot of different factors for different employees within an organization to keep them retain and engage in organizational framework to boost their individual performance, and in last it will contribute towards the organizational performance. Some of them factors are given below.
8.6.1 Financial Rewards: An employee reward plan is one technique of motivating employees to change work routines and key behaviors to benefit an organization. In todays economic times, financial reward such as money is yet the prime motivation that causes employee to do better work. Actual level of pay is less significant than feelings regarding pay raises and the process used to administer them. According to Farris, just the once recognition awards are not effective in preventing turnover, rather small non-cash rewards and good old fashioned permanent salary increases were the most effective in decreasing the probability of turnover.
8.6.2 J ob Characteristics: It builds on the assumption that people do not just work for the money but also create purpose and satisfaction in their life. However, frequent-based performance of tasks, the possibility of de- motivation and turnover are comparatively high. When employees view their tasks as challenging with opportunities for learning and information on exchange, they are also with a reduction of likely to leave. 8.6.3 Career Development: Development is now considered as getting new skills and taking benefit of many different methods of learning that benefit employees and the organization equally. If an organization does not identify the individuals need and wish to grow, then development becomes a main reason for resignation. Career development training opportunities given by employers reduced turnover intentions. 8.6.4 Recognition: It is proved through research that every employee has a need to be commended and recognized and the more frequently they get it, the better. Being recognized for doing a good job makes individuals feel better about themselves and the organization for they work for ensuring more loyalty. Organizations should prioritize employee recognition to create a positive, productive and innovative organizational climate. 8.6.5 Management: Management practices have a direct effect on employee turnover. These factors are the most influential: Scheduling off-duty employees to work, Limited training time Non-competitive pay rate poor employee communication A quality manager will encourage the employees to work harder and they will motivate employees to stay with the organization. 8.6.6 Work-Life Balance: In the modern lifestyle, 24 hours per day is not sufficient to deal with work and personal everyday jobs. Work-life balance has become a pre-dominant issue in the workplace particularly in the society full with conflicting responsibilities and commitments. Facilitating a good work- life balance is one of the retention factors. The conflict between work and career on the one hand and private life on the other is at this time assuming large extent in our society. 8.6.7 Organizational Culture: Company culture is a factor that may go ahead to staff turnover. A difference between an employee's values and company's values is a common cause. The culture of a company consists of its leadership style feedback methods recognition programs Work methods. For example, Company X might give promotions to workers with seniority, while Company Y might promote workers who produce strong performance results. 9. PSYCHOLOGICAL FACTOR AFFECTING EMPLOYEE RETENTION:
Role of Psychological contract in employee retention, and its performance. To be aware of the effectiveness of these retention factors, it is essential to relate them to employees views on their importance and actual delivery by their employer. This practice is known as psychological contract. It is an unwritten set of expectations that exists between an employee and the employer. They come out when individuals believe that their organization has promised to offer them with certain inducements in return for the contributions they make to the organization. For instance, one study discovered that as many as 50% of MBA graduates in the Midwestern U.S. Management School believed that their employers had broken their psychological contracts within the first two years of employment.
10. THE IMPACT OF ETHICAL LEADERSHIP AND LEADERSHIP EFFECTIVENESS ON EMPLOYEE PERFORMANCE.
Ethical and effective leadership can overcome the shortcomings of the stress, effective leadership may form the relationship with human resources and they give them such a feeling as they care for them (Seval Aksoyc Alpkand). When the employee knows that the leadership takes care of them, he can overlook about the problems he is facing at the workplace, so you can state that the effective leadership can be victorious in retaining their employees so turnover will be less. 10.1 The Mediating Role Of Work Related Stress On Organizational Performance.
Stress can be defined as imbalance between peoples perceived environmental demands and their perceived ability to handle with these demands. It is declared that stress can direct to unwanted consequences of behavioral, physical, and organizational aspects of the employees. Work-related stress is a major reason of occupational ill health, human and poor productivity error. It can effect in sickness absence, poor performance, high staff turnover and a possible boost in accidents due to human error. Work-related stress components consisted with the employee of job demands, managerial support, job control peer support, violence relationship, change, and role clarity, As for concerned, we can say that the stress related work has absolutely great impact over worker turnover, worker may leave in large number as they are not satisfied and they tolerate a lot of tension.
EFFECTIVE LEADER DECREASES STRESS DECREASES TURNOVER ORG/EMPLOYEE PERFORMANCE 10.2 Role Of (Pos) Perceived Organizational Support On Employee Commitment, Retention And Its Performance. POS can be defined as the overall extent to which employees believe that their organization values their contribution and cares about their well-being. In a result employee feel belongingness with organization and less likely to leave organization. Ultimately it contributes towards employee performance and organizational performance in long run. Organizational commitment is an employee attitude that is extremely regarded by employers, as committed employees are most likely to leave. Management policies which support employees can be able to make an organization more eye-catching to employees, leading to lesser turnover while also increasing the organizations competitiveness in hiring valuable and skilled employees. Committed employees also make a more significant and personal contribution to the organization, performs better, and is less probable to engage in unproductive or vicious behaviors. Research proved that, Employees with low levels of commitment, but high levels of support from organization, are less to be expected to leave the organization.
11. EMPLOYEE ENGAGEMENT IN PERFORMANCE. 11.1 Evolution of employee engagement and its definition: Gallup organization defines employee engagement as the involvement with and enthusiasm for work.. It is said that managers unequivocally agree that this century demands more efficiency and productivity than any other times in history. Now the businesses of the new era are striving to boost performance. Managers of the organizations are trying to keep their position of business up from their competitors. As day by day there is a great change come in complexity of technologies so the managers need number employees having more technical and professional knowledge. These workers cannot be managed according to old approaches of dictatorial management. They look forward to operational autonomy, job satisfaction and status. The concept that employees ability and commitment bases to bring efficiency and productivity according to employee commitment and Organizational Citizenship Behavior (OCB) concepts which were presented in last quarter of 20th century. Now the eyes of the manager is on that thing that how to engage the employees in their job that the performance of the employee is satisfactory. Managers now realize that by hearting on employee commitment, they can form more proficient and dynamic workforce .One of the research shows that employee engagement based on four major parts according to recent literatures. 11.2 Drivers of Employee Engagement Development Dimensions International (DDI, 2005) states that a manager must do five things to make a highly engaged workforce. They are: _ Align efforts with strategy _ Empower _ Promote and encourage teamwork and collaboration _ Help people grow and develop _ Provide support and recognition where appropriate 11.3 Role of Employee Engagement and Organizational Performance
The organizations invest a huge amount on employee engagement because employee engagement is intermingled significantly with key business results. The modern rules of accounting are practically devoid of employee measurement. The balance sheet of each organization has no line for human resource even though most of the senior members of each organization say that Our employees are our most important assets. The whole of the literature says that organizations invest a lot of amount on employees according to strategy in a level of accuracy and investigation related with capital investments in plants and equipment. The entire investment of the organization moves around the return on investment (ROI).This concept is most related to CLOs which are pressured to tell the (ROI) estimates for the expenditures related or learning and development. S0 we can say that in the absence of the measurement of employees engagement, the concept of employment engagement is just a concept. GALLUP ORGANIZATION has done a lot of research on employee engagement .one of the research of the GALLUP ORGANIZATION study the employee engagement through Q-12 questionnaire which is related to assessment of employee engagement levels and it was distributed among 3 Million employees. The findings of this research were this that 29 percent of the U.S. workforce was engaged, 55 percent was not engaged and 16 percent was actively disengaged. Many CEOs and CLOs use it its statistical bench mark. In fact it is said that if your 29% of workforce in engaged in their work then the mission and work of an organization is completed. Also we can say that the organization is moving towards success and it is productive in its group. 11.4 Employee Engagement Human Resource Perceptive in Organization Commitment.
The challenges which are organization faces now days are not only retaining their employees but also how to engage them in a good way to get maximum performance from the employee. For this function of organizations move towards the HR in which organizations set their agendas for employee engagement and commitment to gain competitive advantage in the market. According to this Gallup Management Journal study, supervisors play a critical role in worker well-being and engagement. The connection between employees job and organizational strategy is the key factor of employee engagement. In fact the research shows that employees with the highest levels of dedication execute 20% superior and are 87% less likely to leave the organization, which point outs that engagement is associated to organizational performance. For example the recent study shows that 132 U.S manufacturing companies are using the high performance level system and the productivity of these companies are very high then their competitors. Due to changing workforce environment day by day domestically and globally, the demand of HR manager increase to create more effective strategies for current use and the future prospective. A recent study shows that there is a strong positive relationship between the organizational resources (i.e., training, technology, autonomy) and employee engagement which affect the employee performance and customer loyalty. Employee engagement at a job relates to energy, commitment and inclusion. Employee engagement also related to some other factors at a job which are reputation for integrity, good internal communication and a culture of innovation. If these factors are providing in an excellent manner from organization to employee then performance of the employee increases day by day. To maintain the position of the business the organizations must have to see the barriers which related to employee performance and what is working and what is not. For example the GALLUP ORGANIZATION recognized 12 INDICATORS which are connected with employee engagement which increases the job satisfaction of an employee and profitability of an organization. The measurement of the employee engagement is a smart strategy for an organization to achieve its objectives. One article of the SHRM Special Expertise Panel trends highlights 10 common themes of how companies assess engagement. A recent study of the banking sector shows that there is a relationship between job satisfaction, quality and productivity and customer service. The findings of the study shows that three linked factors influenced employee empowerment and customer treatment: HR management practices (service training and service rewards), service systems practices and service leadership practices. A recent global workforce study by Towers Perrin shows that the that people be inclined to keep on with organizations considered as talent-friendly and progressivethat is, organizations that have foremost-edge work environments and people practices.
12. PROBLEMATIC EMPLOYEES: The human resource manager in managing problematic employees for a boss is to ask the address "Is there truly an issue of problematic employees or does the issues lie with me?" Examples of this can integrate a director who is threatened by problematic employees on the grounds that that individual is more skilled. Additionally an individual may appear untouchable since they may be from a minority or have long status with the organization. Extra explanations can integrate a director who feels sad for the problematic employees or has a companionship with that individual bringing about that worker being treated diversely and empowering issue conduct. Other problematic employees conduct will additionally be affected on since they see this diverse prescription and might develop to loathe it subsequently influencing their work execution. Directors should dependably recall that they are answerable for a subordinate's execution. Some time recently sticking fault on the problematic employees they must ask themselves what they may be doing that may help the worker's poor execution. A last issue for supervisors to comprehend is that all individuals don't see the planet in the same way and that they may as well make an effort to take a gander at it from their worker. 12.1 Recognizing problematic employee: An issue worker needs to be recognized at the earliest opportunity, so that the remedial activity could be taken instantly when issues are still minor. "The issue worker is bothering, disappointing, and humiliating to his supervisor". A supervisor who disregards the issue worker will conceivably blow up when he at long last initiates movement, in light of the fact that the circumstances is no longer avoidable Some regular sorts of issue problematic employees to search for are: Individuals who don't appear for work furthermore weaken their opportunity the time wasters, the washroom hiders, the lunch reptiles. Individuals with awful demeanour the traitors, wedge drivers and rubbernecks who weaken the manager. These individuals can likewise be recorded as "the expert rifleman, the murmured, the exploder, the know everything, and the inactive". Despite which record you utilize, or what you call these individuals, their conduct must be tended to when conceivable keeping in mind the end goal to minimize their negative impact on others and the organization.
12.2 How to motivate problematic employee: Three predictions direct contemporary inquire about problematic employees motivation: (1) Motivation is deduced from a methodical dissection of how individual, and natural aspects impact conduct and work execution. (2) Motivation is not a settled characteristic. It alludes to a dynamic interior state coming about because of the impact of particular and situational variables. All things considered, encouragement might change with progressions in individual, social or different elements. (3) Motivation influences conduct, as opposed to execution. Activities intended to improve work execution by expanding worker inspiration may not be fruitful if there is a feeble interface between work execution and a problematic employees deliberations. 12.3 Motivation of problematic Employees in Short Term: Require theory of Maslow and Herzberg structure the groundwork of motivational models for motivating overview problematic employees in development of organization goals and improvement of performance. Once a problematic employee fulfils his physiological requirements, he gets motivated to fulfill his well being needs, problematic employees needs, regard needs and self-acknowledgment needs. Physiological necessities, security needs, and problematic employees requirements are needs of transient inspirations since a need from these classifications is no more a spark once it is fulfilled. Regard needs and self-acknowledgment needs are needs of long haul inspirations for workers to realize high execution and benefit. It must be noted that short term needs must be fulfilled after a worker could be spurred to fulfill long haul needs. To satisfy physiological needs and to lure review laborers to stay with the organization, a suitable compensation conspire and vocation arrangement ought to be built given that the pay strategy, the compensation structure and the expert pay scale agree constantly with work performance and the business level. Despite the fact that irrelevant compensates, for example, pay and budgetary profits don't persuade workers to high work execution, they could lower problematic employees disappointment. The essential needs of sustenance and safe house are of minor concern to today's overview specialists in light of the fact that these necessities are dependably met and upheld by existing social welfare and security framework. Work security and well being needs relate to positive feeling of well being and well being of the workers. Security preparing is compulsory to all study laborers in development of organization. A study association might as well uphold a high profile of work security and well being in people in general keeping in mind the end goal to fulfill problematic employees essential needs in the nature, to propel laborers staying in the association, and to draw in capable specialists to join the organization 12.4 Motivation of Survey problematic employee Employees in Long Term: Long term motivational plans ought to be actualized in parallel with satisfying the fleeting needs of review problematic employee. The creators opinion that the accompanying managerial methodologies are suitable to persuade workers in long term: 12.4.1 Proper Resource Management and Job Design: It have been discovered that a beneficial and serious work makes fulfillment whatsoever levels of overview problematic employees. By satisfactory arranging and guaranteeing that overview instruments and supplies, materials, labor and supporting information are promptly accessible, a study work will get gainful. Four fundamental standards of outlining weighty occupations are work advancement by expanding choice making chances of people, work revolution to lessen weariness and increment aptitudes, building self-governing overview groups and usage of the TMQ (total quantity management) framework.
12.4.2 Life-long Learning Programs: The procurement of preparing will naturally inspire workers on the grounds that the preparation will help them finish the undertakings with better effectiveness. Problematic employees are propelled by keeping their quality and ability level in accordance with the business targets through long haul staff improvement of the association. Preparing, as directed by the study chief to his/ her subordinates, furnishes a wonderful environment for correspondence with overview workers for potential zones of change and distinguished of accomplishments. In the development business, it is insufficient for an organization to give preparing to its problematic employees; it further requires an organization to assess if the preparation prepares equipped specialists for the employment. 12.4.3 Open-entryway Communication: Specialists are profoundly energetic provided that they are permitted to pass on their sentiments to their directors and supervisors. An 'open-entryway' arrangement ought to be created so specialized issues; disappointments or misconstruing could be decrease by immediate exchange in site gatherings, phone calls and messages. This sort of system of formal and casual sources additionally keeps chiefs generally educated about what is occurring inside their association. 12.4.4 Effective Rewarding System: Rewarding skills of people through budgetary motivator plans, distinguish programs and conduct alteration methodologies are the best approach to persuade workers. Prizes might be fiscal (e.g. pay increment), work identified (e.g. positive execution evaluation), or as status overhaul (e.g. advancement to higher positions). Under the compensating framework, problematic employees ought to be treated fairly and just as by obviously characterizing and imparting the framework to them, making genuine examinations, and remunerating as per effort of interest, execution, expertise level and sought conduct of the workers. The workers ought to have the capacity to comprehend the compensating framework effortlessly and the prizes they will accept upon different levels of their execution and in immediate extent to their expanded gainfulness. In development ventures, group unit as opposed to unique is ordinarily embraced for force assessment. 12.4.5 Diverse and Contingency Style of Leadership Working: For a reasonable guide who rouses certainty around problematic employees increment cause and responsibility. Overview chiefs and party bosses are pioneers in development of organization in which possibility approach to. In this manner, different and possibility style of initiative is needed of them. Study administrators and party heads are required to be adjustable, directive, steady, accomplishment orientated, relationship-orientated, and physically and rationally fit in performing their obligations. They might as well request exclusive expectations of execution from aggregation parts by giving continuous input to aggregation parts on their execution to fulfilling clients. Questionable matters are dependably considered in dealing with an undertaking in which possibility remittance in time, plan and execution/ quality is fundamental. Under these possibility considers, overview pioneers ought to have the ability to improve a set of reinforcement plans or emergency arrangements which will be utilized if the unique arrange cannot be actualized or an emergency happens, and to get back rapidly from setbacks for example, plan cuts and shortening of time calendars. By having a differing and possibility style of authority, study supervisors have the capacity to rouse trust and underpin around the subordinates who are required to attain association objectives. 12.4.6 Empowering and Valuing problematic employees: Engaging problematic employees implies that workers whatsoever levels are answerable for their movements and given the power to settle on choices on their own work. It improves the problematic employees emotions of individual authority and self-determination, empowers investment by all gatherings in choice making, and also brings about fair dispersion of force in development ventures. Its increment fulfils, self-adequacy, steadfastness and in this manner inspiration of workers. Over-worked circumstance is very regular in development ventures. By engaging overview workers in building their fearlessness and administration aptitudes in performing their obligations, they might be less at risk to feel over-lived up to expectations. Instead of simply taking a gander at their employment identified abilities, the greater part of the surveyors are utilized dependent upon their values that must be unwavering with those of the organization. Along these lines, esteeming systems are required to strengthen study problematic employees the abilities important to arrangement with one another and with clients, to admiration singular distinction. 12.5 Motivating problematic employees for improvement of organization goals: Unmistakably, in the twenty-first century organizations are taking a more key approach to environmental management for problematic employees. Normally, a dominant part of USA enterprises have utilized the consistence approach within their environmental systems determined by laws and regulations. Then again, in the previous numerous years, natural compels, for example, shopper blacklists, progressive inclination, and new client necessities have influenced essential business techniques and additionally corporate centre. It shows up corporate techniques for ecological administration is developing from contamination control to fault remedial action of problematic employees. 12.5.1 Management commitment: Duty is about producing human vigor and initiating the human personality. Without it, the execution of any new activity or thought might be genuinely bargained among problematic employees. Duty from top administration is similar to a system for natural change. Top administration chooses the natural strategies to secure, the level of preparing and correspondence needed. Sans a strong structure, it is just about difficult to spur workers to take adequate steps for ecological change. Natural projects, activities, and objectives of an association ought to be imparted oftentimes so the problematic employees realize what is relied upon to achieve the objectives. Later look into infers clearly that problematic employees don't feel reasonably educated with respect to natural issues. Moreover, ponders infer that workers are additionally eager to embrace environmental activities when their chiefs grip a law based and open style of correspondence concerning natural plans. 12.5.2 Employees empowerment of problematic employees: As per Argyris : a Ceo once said: "No vision, no technique might be realized without capable and engaged problematic employees ". In addition, engaged workers are best as well as crucial to execute the association's objective to be financially sound and naturally capable. The presentation of another program will yield optimal outcomes when workers are treated as real stakeholders in an association. Engaged problematic employees are persuaded and bound to take an interest and take part in great ecological practices. Workers who are not engaged have less responsibility for development than the enabled problematic employees .Management can energize problematic employees strengthening by changing the organizational structures that support empowerment. One way that administration can empower worker strengthening is by changing the manifestation of the association. The universal top-down association represses problematic employees strengthening; rather, a compliment, flat association ought to be set up to support worker strengthening. Organizations need to move to a more open manifestation of participative administration so as to enable their .Workers can help all the more adequately when administration moves the choice decrease problems of the problematic employees, permitting them the flexibility and power to make proposals and execute great natural practices. 12.5.3 Reward to problematic employees: A generally composed prize framework could be accommodating in elevating problematic employees to perform sound natural practices. Consistent with Herzberg work remunerates allude to the natural and extraneous profits that laborers appropriate from their occupations. Prizes could be a strengthening to constantly awaken and expand duty from laborers to be earth mindful. There has been some written works that has demonstrated that compensate frameworks can persuade and strengthen workers to be economically mindful. Organizations that esteem natural execution need to make parallel the execution assessment framework with the managerial framework in their corporate ecological goals. Reward frameworks and motivations need to reflect corporate responsibility to the vitality of natural execution, Prizes might be executed in numerous structures, for example, money related prizes and distinguish honors. Grant and distinguish programs, benefit offering systems, expand in pay, profits and impetuses, and proposal projects are a percentage of the frameworks that might be utilized to compensate problematic employees for great ecological practices. Money related prizes may be one of the strongest inspirations for prompting workers to take an interest in environmental change deliberations. Research infers that financial remunerates essentially influence work fulfils and work inspiration. Keeping in mind the end goal to realize long tow triumph most managerial systems require some manifestation of audit and criticism for proceeded change. Criticalness of furnishing reaction to enhance worker relations, problematic employees fulfilment, and benefit in the health awareness area numerous .Environmental administration programs neglect to stretch the significance of input on ecological issues. Likewise prescribed that criticism guarantees problematic employees know their obligations and imparts the connection between their execution conclusions and remunerates in natural endeavors. Moreover, it has been indicated that workers esteem verbal criticism from managers to the extent that formal prizes; casual verbal reaction notwithstanding formal composed input might help move problematic employees for natural change. 12.5.4Feedback of problematic employees: The excitement and engage that is regularly connected with plan start and the early phases of usage of an environmental system might disappear after some time. In addition, the centre and objectives of the system may need changing after usage. In the event that an Ems is fruitful it might be normal that change has happened; in this way, obliging a review and rearrangement to new objectives and activities. Thus, problematic employees require constant reaction concerning their effect and feasibility on environmental change exertions. Without proper criticism and correspondence, worker exertions might reach a standstill.
13. CONCLUSION After reviewing the research literature, research concluded that there is direct relationship between motivation and employee performance, employees would perform better when they are positively and consistently motivated on the other hand employees who are not well motivated would not engage them in their job and wont perform well or leave the organization. Managers and other key employees should possess an understanding of the value of worker commitment and how it can be achieved. Policies and activities to promote staff loyalty and stability should be incorporated into the culture and everyday life of the organization. Fully committed employees have a wish to maintain association in the organization. Retention is the process of actually keeping employees in an organization as it is one of the key essentials that are compulsory for organizational achievement. When Employee leaves the job, organization doesnt loss only employee but, consumers & client, information of production, existing projects, rival and precedent history of the organization. Employees shift they not only take skills and knowledge but also trade secrets with the rivals The challenges which are organization faces now days are not only retaining their employees but also how to engage them in a good way to get maximum performance from the employee. For this function of organizations move towards the HR in which organizations set their agendas for employee engagement and commitment to gain competitive advantage in the market. The organizations invest a huge amount on employee engagement because employee engagement is intermingled significantly with key business results. Human resource is a most complex and critical asset to be managed to get most out of it. Thats why its always not an easy task to tackle with such kind of people in organization. They need some proper attention in terms of motivation to achieve organizational goals.
14. REFERENCES: WWW.CLOMEDIA.COM (CHIEF LEARNING OFFICER),FEBRUARY 2005 SHRMRESEARCH2007(SOCIETY FOR HUMAN RESOURCE MANAGEMENT) INTERNATIONAL JOURNAL OF BUSINESS AND MANAGEMENT VOL. 5, NO. 12; DECEMBER 2010 WWW.BTEDEMO.COM (BUSINESS TRAINING EXPERTS) HUMAN RESOURCE MANAGEMENT, WINTER 2004, VOL. 43, NO. 4, PP. 381 394 2004 WILEY PERIODICALS, INC. IVEY BUSINESS JOURNAL PUBLISHED IN MARCH/APRIL 2006 REPRINT # 9B06TB08 Motivating Employees in a New Governance Era: Journal: Public Administration Review Volume 66, Issue 4, July| August 2006 Reengineering the motivation to work The Authors: Dayr Reis , University of Wisconsin, La Crosse, Wisconsin, USA Leticia Pea, University of Wisconsin, La Crosse, Wisconsin, USA Factors Affecting the Context for Motivation in Public Organizations JAMES L. PERRY and LYMAN W. PORTER University of California, Irvine Motivational Factors of Employee Retention and Engagement in Organizations RESEARCH RTICLE o Benjamin Balbuena Aguenza1*, Ahmad Puad Mat Som2 (Authors) Retaining Employees - The Fast Track to Commitment Dennis Wright. A Review of a Multiple Retailers Labor Turnover Author: (James Hendrie) Regional Business Manager, based in Livingston, Scotland.. International Journal of Retail & Distribution Management Volume 32 Number 9 2004 pp. 434-441 A role for demographic variables in the study of absenteeism and turnover. Author: James L. Price (Professor of Sociology in the Departmentof Sociology, University of Iowa, Iowa, USA.) The Impact of Ethical Leadership and Leadership Effectiveness on E The Mediating Role of Work Related Stress Author: Me a b, Seval Aksoyc Alpkand, a,c,d Gebze Institute of Technology, Kocaeli, 41400, Turkey b University, Ankara, 06810, Turkey. Predicting turnover intentions The interactive effects of organizational commitment and perceived Organizational support. Authors: Chris Perryer and Catherine Jordan, Ian Firns, Antonio Travaglione Management Research Review Vol. 33 No. 9, 2010
Motivation and Punishment of Referees in non-professional Football: An Analysis of existing Problems and the Development of Solution Strategies with particular Regard to the Principal-Agent Theory