Organizational Behavior For Motivation And Efficiency

Contemporary Organizations and Factors of Success

Discuss about the Organizational Behavior for Motivation and Efficiency.

Guney & Guclu (2017) discuss motivation techniques that enhance performance and productivity. According to the article, motivation is an important factor in talent development and best practice, because it enhances efficiency. The discussion highlights changes in contemporary organizations. It brings out factors that lead to success in the work place. With people at the center of the analysis, the study defines business management as strategic personnel management for increased efficiency. The article involves a study of 229 paticipants featuring workers and managers in 3 different factories locations. This gives it a sizeable sample for interviews. The choice of location is also ideal because factory workers brings out the theme in focus which is motivation. The study reflects on contemporary studies in strategic management, Human Resource Management and Talent development (Wright & McMahan, 2011). This modern approach involves the human factor in perfomance management. The article describes motivation as an influencer to interpersonal relationships in the work place, it also identies the importance of motivation in a competive market environment. This brings out the techniques of motivation including the psychosocial factors.

Unlike other studies whose focus is on talent management only, this research places an emphasis optimization of efficicency. This is a concern in global management practices which focus on an integrated approach to performance (Kapferer, 2012). Competitiveness in the international organizations focuses on sustainability as both environment focused and an employee management strategy. The use of motivation as a technique is effective in attracting and retaining the best skills. This creates stability for the present and future of the organization. In the article, efficiency is a micro and macro economic element (Guney & Guclu, 2017, p. 2). The authors point out that most organizations have ignored efficiency yet it is important in the optimization of resources. It supports research findings on intrabusiness efficiency as effective human resource management as part of operational efficiency (Lee & Saen, 2012). The article notes that improving the manpower is an smart way to boost the efficiceny in the organization. It highlights methodologies for this and its benefits in business growth including job enrichment. The article also identifies low motivation as an anti-efficiency factor. It mentions factors drivig motivation in organizations.

Although the article is an eye opener in discussiing efficiency, its also leaves gaps in the discusion of motivational factors. Strategists in Human Resource Management and Psychologists would delve deeper into the motivational theories while pointing to factors that contribute to motivation (Cherry, 2017). Theorists approach motivation from an individuals’ perspective and not an organizational notion. In this case, motivation involves the emotional, cognitive and social behavioral factors. The article identifies all major motivational theories but does not discuss their perspectives in details. For example it fails to compare McClelland’s theory of need with Behavior Modification and Reinforcement Theory for what personally encourages employees.  The greatest challenge in motivation is how to motivate the individual worker (Kapferer, 2012). This is more important than defining its importance to the business.  Research proves that organizations which fail to motivate the employee. Page (2016) gives some of the reasons for employees leaving organizations. among these is lack of focus in career, job insecurity and unrealistic work loads. Efficiency is important in the organization but it does not exceed other factors like talent retention and cultural factors. Global organizations today invest in coaching, or training their employees for better perfomance. Coaching also encourages employers to lead through mentorship (Hansen, 2011)

Motivation Techniques for Improved Efficiency

It is true that efficiency is an important factor in modern organizations. However, chart 5 featured in the discussion reveals gaps in education as an economic tool for individuals (Guney & Guclu, 2017, p. 11). This comes out as the highest influencer of individuals followed by psychosocial tools. Further discussion on page 12 confirms that education is also a leading determinant of income levels. Professionals change jobs and travel abroad in search of greener pastures. Global organizations overcome cultural barrier by offering competitive packages that attract and retain the best workers. It is not clear whether the weaving factories in the case study are in one region or nation. However, a broader perspective of cross border organization would be a better approach for this study (Salaber & Nicholson, 2013). This would reveal how location affects performance. Value creation in multi-cultural organizations gives organizations a competitive edge. It encourages the adoption of motivation as a human factor for brand success. Companies, which venture across different nationalities, integrate international strategies for cross border performance. Employees need the motivation to leave their home country for work in a foreign location. Motivation goes beyond efficiency because I looks at how the employee can turn out as a better person even after contract termination. It includes health benefits and retirement compensation.

The study article by (Guney & Guclu, 2017) notes that efficiency is a significant topic of discussion in motivational studies about organizations. Unfortunately, the discussion looks at the working environment in terms of the organization and interpersonal relations instead of the individual benefits to the employees. Leadership in organizations today includes the personal development of the employee. Workers in any organizations like to feel part of the team. They also want to grow together with the business. Research studies on motivation includes:

• Organizational behavior ((Grant & Berry, 2011)
• Organizations and multi culturalism (Kellner, 2011)
• Reward systems, intrinsic and extrinsic motivation(Cerasoli, Nicklin, & Ford, 2014)
• Employee engagement for meaningful work(Barrick, Mount, & Li, 2013)
• Talent development(Garavan, Carbery, & Rock, 2012)
• Employee retention (Cerdin & Brewster, 2014)

In the study of organizational behavior, values and personal skills are important. Recruitment procedures consider quality employees because they are an integral part of performance. In order to synchronize the individual skills, employers set goals and achieves them through a continuous process. Leaders in an organization are responsible for motivating employees (Huczynski, 2012). Diversity is inevitable in contemporary organization yet the article ignores it. It comprises of cultural and skill gaps among employees. Behavioral management considers multiple elements including psychological factors as contributor to job satisfaction. Psychology covers motivation, learning, personality and emotional elements to enable employers and managers to shape the right attitude within the organization. It guides the work design, stress management and employee selection processes. Used as a motivation factor, it designs decision-making processes for group success. Motivation needs to have a positive impact on individuals from all kinds of academic, professional and work experiences. This should reflect on the group’s cultural policies and the organizational structure (Cerasoli, Nicklin, & Ford, 2014). The management of diversity also includes consideration for gender, racial, age, religious and health differences. Motivation covers ways on how organizations can embrace and cultivate these diversities to the most effective ways.

Importance of Motivation in a Competitive Environment

The article also fails to address personality factors such as values, emotions, perception, and the connection to motivation. Decision making processes can motivate or discourage employees. The article supports good working environments; employees find motivation in fairness in interactionist conflict. This includes power and politics such as promotion and leadership styles. Employees are against coercive power that instills fear on them. Influencing change requires legitimate, inspirational and personal appeals (Truss, et al., 2011). Conflict processes, and effective salary negotiation procedures call for reliable structures, communication systems and approachable leadership. Change is part of organizations and employees need support systems that can manage the skills. Action research recommends the use of motivation as a solution to organizational challenges (Luthans, Luthans, & Luthans, 2015).  Work related stress is one of the main factors of mental illnesses and poor performance. When the organization focuses on efficiency, it tends to place pressure and high demands on the workers leading to stress. Creating a stress free environment calls for a concerted effort between individual workers and the organization. Personal factors such as relationships, financial hardships and personality differences take a toll on the employees.

 In conclusion, Guney & Guclu (2017) acknowledge that motivation is a deep-rooted factor that affects performance in organizations. In the article, the authors bring to light interesting aspects of efficiency and its role in motivating employees. It identifies efficiency as a significant factor in shaping employees performance. Although it redefines efficiency as the organizations ability to enhance productivity, it agrees that motivation is a personal desire that an individual has to participate in the process. In this case, the working environment becomes important. The article fails to go deeper in discussing the motivation techniques. The article is also limited to the local industry therefore fails to identify motivation on a large scale. A comparison with other research discussions for contemporary organizations shows massive gaps in the study. Of particular interest is its failure to address motivation as an individual factor for each employee. The findings in the study are significant in organizational development but it leaves out important motivation elements.

References

Barrick, M. R., Mount, M. K., & Li, N. (2013). The theory of purposeful work behavior: The role of personlaity, higher-order goals, and job characteristics. Academy of Management Review, 38(1), 132-153.

Cerasoli, C. P., Nicklin, J., & Ford, M. T. (2014). Intrinsic motivation and extrinsic incentives jointly predict performance: A 40-year meta-analysis. Psychological bulletin, 140(4), 980.

Cerdin, J. L., & Brewster, C. (2014). Talent development and expatriation: Bridging two streams of research and practice. Journal of World Business, 245-252. Retrieved from https://rcim.rmutr.ac.th/wp-content/uploads/2016/05/338-Job-Satisfaction-as-an-Antecedent-.pdf

Cherry, K. (2017, August 4). Motivation: Psychological factors that guide behavior. Retrieved from verywell.com: https://www.verywell.com/what-is-motivation-2795378

Garavan, T. N., Carbery, R., & Rock, A. (2012). Mapping talent development: definition, scope and architecture. European Journal of Training and Development, 36(1), 5-24.

Grant, A. M., & Berry, J. W. (2011). The neccessity of others is the mother of invention: Intrinsic and prosocial motivations, perspective taking, and creativity. Academy of Management Journal, 73-96.

Guney, S., & Guclu, H. (2017, January). The Effect of the motivation techniques used by managers to increase the productivity of their workers and application. Businness Management Dynamics, 6(7), 1-18. Retrieved September 23, 2017, from https://holmes.blackboard.com/bbcswebdav/pid-145052-dt-content-rid-1121585_1/courses/HC1052B_T2_2017/The%20effect%20of%20motivation%20techniques%202017.pdf

Hansen, D. (2011, Dec 2). 5 Keys for developing talent in your organization. Forbes. Retrieved September 23, 2017, from F: https://www.forbes.com/sites/drewhansen/2011/12/02/5-keys-developing-talent-in-your-organization/#741d38c229a8

Huczynski, A. (2012). Management Gurus. Routledge.

Kapferer, J. N. (2012). The new strategic brand management: Advanced insights and strategic thinking. Kogan page publishers.

Kellner, D. (2011). Cultural studies, muliculturalism, and media culture. Gender, race, and class in media: A critical reader, 3, 7-18.

Lee, K. H., & Saen, R. F. (2012). Measuring corporate sustainability management: A data environment analysis approach (Vol. 140). International JOurnal of Production economics.

Luthans, F., Luthans, B., & Luthans, K. W. (2015). Organizational behavior: An evidence-based approach. AIP.

Page, M. (2016, December 8). Seven reasons for employee demotivation. Retrieved from michaelpage.co.uk: https://www.michaelpage.co.uk/advice/management-advice/development-and-retention/seven-reasons-employee-demotivation

Salaber, J., & Nicholson, R. (2013, December). The motives and perfomance of cross border acquirers from emerging economies: Comparison between Chinese and Indian firms. International Business Review, 22(6), 963-980.

Truss, C., Robinson, D., Madden, A., Holmes, J., Fletcher, L., Currie, G., . . . H. (2011). Guide to engagement for HR. Institue for Employment Studies. Retrieved from file:///C:/Users/BAT/Downloads/Appendix_9.pdf

Wright, P. M., & McMahan, G. C. (2011). Exploring human capital: putting human back into strategic human resource management. Human Resource Management Journal, 21(2), 93-104.