Plan for Motivation, Satisfaction, and Performance, Essay Example

A business operation that is effective is determined by its efficiency in the management of employee’s team motivation, job satisfaction and performance. Team motivation and performance is an ongoing and dynamic process that involves minimizing issues that may hinder the employees’ performance from attaining their true potential and maximizing all factors that can positively enable the business to achieve its goals. For a business to be successful in its operations and results, the company is required to take an evaluation on employee’s attitudes, personalities, emotions, values and attitudes and see how these factors are influenced by the company’s values, mission and vision.

Employees are likely to improve their performance, increase satisfaction on the job and get motivated when the company’s values and their attitudes, values and personalities are working in alignment in the same direction (Hoskins & van Hooff, 2005). This paper is intended to address the ways attitude, personalities, values and emotions directly and indirectly influence employee’s behaviors and the effective plan that can put in place for these factors for positive influence to build up the team.

Improving team performance, motivation and satisfaction

Work design in any company forms the basis of team performance, motivation and satisfaction, (Clayton, Blumberg & Auld, (2010). Work design is one of the methods that have been proved to improve a team effectively. However, individual team members’ attitudes, values, personalities and emotions affect the behavior and operation of a team. Every team member whose contribution to the work design and organizational team layout need to be understood, evaluated and analyzed in consideration to the objectives and goals of the company or organization.

The team concept in many cases cannot be comfortable with members in the team who are not feeling happy with the kind of job they are doing. A progressive team and cohesive one can be created by employee’s emotions, attitudes, personalities and values that motivate the performance in their team.

Testing leadership personality is another progressive assessment of the team. Team evaluation combines the personality charactersa that enables to ctrea a cohesive and more productive team. The interaction of the team leaders with the employee’s personalities creates motivational ideas and encourages other team members to believe in their dreams about the improvement of the business of the company, (Lim, 2004). Team leaders play a significant role to the team and they are point of references in the company. Strong leaders move the team with passion and take the company as their own. They spend much of their time to motivate, support and encourage team members in order to keep track when working in the company. They are also the communication channel of representing team ideas, views and suggestions to the management in areas needed to be taken into consideration. Team leaders outgoing personalities improves advertising and marketing projects in the long run. The way team leaders present themselves serves as a company’s image and commitment in its vision and mission (Clayton, Blumberg & Auld, 2010).

Attitudes implies to the perceptions of individuals with respect to items, events as well as people. People are known to exhibit positive reactions or negative ones which are real manifestation of their attitudes. The perception of people being behavioral, cognitive as well as effective is guided by important components inherent in their perception. A comprehensive understanding of attitudes held by different people requires an accurate consideration of elementary properties that guide the attitudes (Hoskins & van Hooff, 2005). A careful analysis of the components attributed to attitudes is an important tool to the organization management towards effective use of the components in the process of enhancing performance of the team. In doing so, it is important to appreciate gregarious characteristic that is inherent among the team members and the influence of external factors to their decisions.

Job satisfaction has been a crucial discussion area in management and most notably as it is linked to organizational behavior along with human resource management in the work place. A properly functional HRM in any organization is one of the most important assets that a management team in the organization can have. The efforts of all employees should be cultivated both on individual as well as collective capacity so as to gain high profile of commitment as well as loyalty for the benefit of the organization with respect to achievement of the business goals (Lim, 2004). This has therefore facilitated for the application of diverse approaches as well as practices, with attitudes, emotions, personalities, and values playing a very significant role in influencing behavior of employees. This gives the direction of team’s motivation, job satisfaction, and performance within the organization.

Job satisfaction is associated with a positive influence on employee performance due to its potentialities in job involvement enhancement. Higher performance among teams in the workplace is a stimulant of higher levels of satisfaction as well as commitment to the work place (Hoskins & van Hooff, 2005). A cyclic trend and interdependence has been noted to exist in performance and satisfaction amongst the employees. Motivation is a continuous process which is supposed to sustain, energize and also direct performance as well as behavior amongst the teams of employees. Motivation is a good tool for encouragement for employees in the direction of actions that facilitate achievement of desired tasks.

References

Clayton, K., Blumberg, F. & Auld, P. (2010). “The relationship between motivation, learning strategies & choice of environment”. British Journal of Educational Technology, 41: 349–364.

Hoskins, L., & van Hooff, C. (2005). “Motivation & ability”. British Journal of Educational Technology, 36(2), 177-192.

Lim, D. (2004). “Cross cultural differences in online learning motivation”. Educational Media International, 41(2), 163-173.