Question

Discuss individual job performance and motivational factors.

Answer 1

iJob iperformance irelates ito ithe iact iof idoing ia ijob. iJob iperformance iis ia imeans ito ireach ia igoal ior iset iof igoals iwithin ia ijob, irole, ior iorganization, ibut inot ithe iactual iconsequences iof ithe iacts iperformed iwithin ia ijob. iAffirms ithat ijob iperformance iis inot ia isingle iaction ibut irather ia i“complex iactivity” i(p. i704). iPerformance iin ia ijob iis istrictly ia ibehavior iand ia iseparate ientity ifrom ithe ioutcomes iof ia iparticular ijob iwhich irelate ito isuccess iand iproductivity.

Employees idon't iperform iin ia ivacuum. iThere iare ia ivariety iof ifactors, ipersonal, icompany-based iand iexternal ithat iaffects itheir iperformance. iIdentifying ithese ifactors ican ihelp iimprove irecruitment, iretention iand iorganizational iresults.

Factors iThat iAffect iEmployee iPerformance iin ia iOrganization

1. Job iFit

Employees imust ibe iqualified ito iperform ia ijob iin iorder ito imeet iexpectations. iThe ibest ifit ifor ia ijob iis iidentified iby iskills, iknowledge iand iattitude itowards ithe iwork. iIf ian iemployee iis iin ithe iwrong ijob ifor iany iof ithese ireasons, iresults iwill isuffer.

2. Technical iTraining

Employees ican ibring iskills ito ia iposition ibut ithere iare ilikely ito ibe iinternal, icompany- ior iindustry-specific iactivities ithat iwill irequire iadditional itraining. iIf ia iprocess irequires ia inew isoftware ipackage iit's iunrealistic ito iexpect iemployees ito ijust ifigure iit iout; ithey ishould ireceive iadequate itraining.

3. Clear iGoals iand iExpectations

When ieveryone iunderstands ithe itargets iand iexpected ioutcomes, iit iis ieasier ito itake isteps ito iget ithere iand imeasure iperformance ialong ithe iway. iOrganizations iwithout iclear igoals iare imore ilikely ito ispend itime ion itasks ithat ido inot iimpact iresults.

4. Tools iand iEquipment

Just ias ia idriver ineeds ia ivehicle iin ioperating icondition, iemployees imust ihave ithe itools iand iequipment inecessary ifor itheir ispecific ijobs. iThis iincludes iphysical itools, isupplies, isoftware iand iinformation. iOutdated iequipment ior inone iat iall, ihas ia idetrimental ieffect ion ithe ibottom iline.

5. Morale iand iCompany iCulture

Morale iand icompany iculture iare iboth idifficult ito idefine ibut iemployees iwill ibe iable ito ireport iwhen ithey iare ipoor ior ipositive. iPoor imorale iexists iwhen ithere iis isignificant iwhining, icomplaining iand ipeople ijust idon't iwant ito icome ito iwork. iOn ithe ipositive iend, ithe iworkplace iis ienergized iby ia isense iof ipurpose iand iteams ithat igenuinely iwant ito iwork itogether

Top i10 ifactors ithat imotivate iemployees

Recently, ia ifriend ishowed ime ithe iresults iof ia isurvey iof iemployees iaround ithe iworld. iWhen iit icomes ito iwhat imotivate istaff ito igive itheir ibest iat iwork, ithe ifollowing iTop i10 imotivating ifactors iwere iidentified:

1. Appreciation ior irecognition ifor ia ijob iwell idone

2. Being iin ithe iknow iabout icompany imatters

3. An iunderstanding iattitude ifrom ithe imanagement

4. Job isecurity

5. Good iwages

6. Interesting iwork

7. Career iadvancement iopportunities

8. Loyalty ifrom imanagement

9. Good iworking iconditions

10. Tactful idiscipline

It iseems ithat iin iSingapore, inot ienough iemphasis ihas ibeen iplaced iin ithese iareas. iSome iof ithese ifactors iare iself-evident. iHowever, isome ineed ielaboration ito iclarify iwhat iemployees iare ireally ilooking ifor iand iwhat ibusiness iowners iand imanagers ican ido ito imake ithese ifactors ihappen. iIf iunsure, ijust idrop ime ian ie-mail iand iI'll ianswer ithem.

1. Appreciation ior irecognition ifor ia ijob iwell idone

Recognition iis inot ionly ito imake iemployees ifeel igood iabout itheir iwork iand iaccomplishments. iThat iis ionly ia iby-product. iWe irecognize iand ipraise ibecause iwe iwant ito ireinforce ia iparticular ieffort ior iresult ithat ihelps ithe ibusiness. iThe imore ithese ispecific ibehaviors iare irecognized, ithe imore ifrequently ian iemployee iwill irepeat ithem. iThis iis ithe iother iside iof ithe icoin iof iwhy iwe idiscipline iemployees. iIt's ibecause iwe iwant ito idiscourage ispecific ibehaviors ithat ido inot iadd ivalue ito ithe ibusiness.

2. Being iin ithe iknow iabout icompany imatters

People iwant ito ifeel ithat ithey iare ipart iof isomething ibigger ithan ijust itheir ijob. iIt iis ithe idifference iin icoming ito iwork iin iorder ito ireceive ia ipaycheck ior icoming ito iwork iin iorder ito ihelp ithe iorganization ibe isuccessful. iBelieving iin isomething ilarger ithan ithe ijob iis ia ikey iingredient ifor iemployee iengagement.

In ishort, ipeople iwant ito iknow iwhere iis ithe icompany igoing: iis iit igoing isomewhere ior inowhere? iIf isomewhere, iis ithe iplace iDESIRABLE, iATTRACTIVE iAND iINSPIRING?

Being iin ithe iknow iin ithese iareas inot ionly ihelps iemployees ifeel iinformed; ithe iinformation iactually ihelps ithem ito imake ithe ibest ipossible idecisions iin itheir idaily iactivities. iOften, imanagement iwould iview ian iemployee ias imaking iwrong idecisions, iwhen ithe itruth iis ithat ithe iemployee imade ithe ibest ipossible idecision ibased ion ithe iinformation ihe ior ishe ihas.

3. An iunderstanding iattitude ifrom ithe imanagement

This ifactor ifilters idown ithrough ifactors i4 ito i10. iFor iinstance, ian iunderstanding iattitude ishould ibe ireflected iin ithe iway ian iemployee ireceives icorrection iand idiscipline i(tactful idiscipline). iThe isame ican ibe isaid ifor idisplaying iloyalty ito iyour iemployees i(loyalty ifrom imanagement).

In iaddition, imaking iwork iinteresting iand iplanning ia icareer ipath ifor ithem iwould idemonstrate ithat ia imanager ior isupervisor ihas itaken iinto iconsideration ian iindividual iemployee's istrengths iand italents iprior ito iassigning ithe iwork i(interesting iwork, icareer iadvancement iopportunities, iand igood iworking iconditions).

The itrue iopportunity ifor ievery imanager ior isupervisor iin ithis iarea iis iactually iin ieveryday iconversation iand iinteraction. iIt iis iduring ithese itimes ithat ian iemployee idetermines iif iyou itruly icare iand iunderstand. iAre iyou icourteous, irespectful iand ienthusiastic ienough?

The ikey ilies iin ihow iavailable iyou iare iwhen iyour istaff iencounters iproblems i- inot ijust iwork-related. iHow iyou iapproach iwork-life ibalance iwould idetermine ihow iunderstanding ian iattitude iyou ihave itowards iyour iemployees.

4. Good iwages

As iyou ican isee, igood iwages iisn't itop ibut imiddle ion ithe ilist. iMoney iis itypically inot ia imotivator iat iall. iIt ibecomes ia ireal imotivator ionly iif ian iemployee iis inot imaking ienough imoney ito imeet ihis ior iher ibasic ineeds. iIf ithis iis ithe icase, ithe iemployee iwill ido iwhat iis inecessary ito isurvive. iBase icompensation ion iperformance, inot iseniority. iPay ipeople iwhat ithe iposition iand itheir iperformance iis iworth. iDon't iwait iuntil ithey ihave ireceived ia ibetter ioffer ibefore iyou iare iwilling ito ido ithat. iGive ithem ithe irespect ithey ideserve.

Ultimately, iyou ishould iaim ito iprovide imore ithan ijust ia ipaycheck ito iyour iemployees. iIf iall iyour ibusiness imeans iis ia isource iof ia ipaycheck, iany icomparable ipaying ijob iwill isuffice. iProvide ithem iwith ichallenges, iopportunities ifor idevelopment iand iadvancement, irecognition, iprestige, iand ia iplace ithat ithey ican ifeel iproud ito iwork iat.