Discuss About The Economic Principles Contingency Perspective.
In the competitive business scenario, retail companies facing challenges to gain profitability, perform better and improves the effectiveness and productivity at the workplace. Hence, there is need to clearly define the objective and to understand how to do well with available resources. It is evaluated that human resources enables an organization to get success by managing the organizational resources. Furthermore, human resource is an individual, who use their skills and understanding to sustain the corporation in competitive market. It is a significant way to attain the goal and objectives (Arifin, 2014). Employee motivation plays vital role for enhancing the organizational performance. Hence, Woolworth should use different motivational strategy to motivate the employees as it will directly impact on their productivity.
Following are the objective of research:
RO1: To develop the conceptual understanding regarding employee’s motivation: A case study of Woolworths, Australia
RO2: To analyze the impact of motivation on organizational performance: A case study of Woolworths, Australia
RO3: To evaluate the strategy to motivate the employees in the organization: A case study of Woolworths, Australia
This project has a wider scope for readers to build the conceptual understanding regarding employee’s motivation. It is also beneficial for retail companies to comprehend the impact of motivation on organizational performance as they can use motivational strategy in the workplace to improve the organizational performance. It is also significant for Woolworths to develop the knowledge about different strategy to motivate the employees in the organization as it would be appropriate for improving productivity (Barrick, Thurgood, Smith, and Courtright, 2015).
RO1: ‘To develop the conceptual understanding regarding employee’s motivation: A case study of Woolworths, Australia’
According to Bottomley Mostafa Gould?Williams and León?Cázares (2016), the term motivation is defined as the factor that leads, activate and sustain the goal-directed behavior. Further, motivation is a psychological process, which assesses the direction of person’s attitude at the workplace, and also evaluates the level of persistence and efforts of employees. The concept of motivation is broader but, there are three elements, which are mainly entailed in the motivation such as intensity, direction, and persistence. Motivation can be categorized into two parts named intrinsic (internal) motivation and extrinsic (external) motivation.
In support of this, Fu and Deshpande (2014) evaluated that the intrinsic motivation generated from self-desire of an individual to identify new things and to confront oneself. It is the keenness to develop understanding, to learn and to discover competencies and self-values. When people have intrinsic motivation, which means they do their job with enjoyment and interest. These people have the extent to engage in their job, do their task with enthusiasm and keenness, desires for obtaining favorable outcomes and self-rewards and continuously enhancing their skills and competencies.
In opposed to this, Lazaroiu (2015) discussed that extrinsic motivation is the performance of practices to attain the targeted results. Extrinsic motivation could arise from both internal and external factors. But, most of the time, it comes from the impact of an external factor as compared to internal factor i.e. individual itself. There is a certain factor, which generates extrinsic motivation. For instance, appraisal, external rewards, punishment, and competitions are the external factor of motivation.
Lazaroiu (2015) evaluated the expectancy theory of motivation in which, a person will encourage for performing two expectancies. The expectation is the chances of obtaining desired performance by putting efforts. The second expectancy is the chances that particular activities will lead to attaining the result. When the chances of some efforts will not be rewarded then workforces will not be highly encouraged to attain the particular task. Expectancy theory highly relied on the motivators to spell out causes for behavior implemented in the workplace. External rewards are demonstrated as inducing motivational, which assesses the behavior in against of intrinsic motivator. Further, internal forces are derived from work itself but it is interesting for an individual.
RO2: ‘To analyze the impact of motivation on organizational performance: A case study of Woolworths, Australia’
As per the view of Lee and Steers (2017), employees enter into the workplace with the purpose of working hard and do a better job. Hence, the manager should work to decline the demotivation among employees at the workplace. Woolworths should provide clear direction, resources and personal respect to their employees. It is stated that company should include financial compensation, recognition of formalized motivation plan and prevents from demotivation as it would be beneficial to retain the employeesin the workplace.
In opposed to this, Mone and London (2018) evaluated that motivated workforces can mitigate the need for company in terms of managing the day to day activities. As a result, the manager would be free to think strategically regarding the direction of the corporation and make a higher level judgment. Less encouraged employees can do damage to business by not offering the quality services required to retain the customer and does not produce a quality product as per the customer’s expectation. An encouraged employee can be trusted to sustain the business to a high extent.
Mostafa Gould?William and Bottomley (2015) stated that motivated employees work in a manner that offers the greatest value to companies. Disinterest in daily project and feeling of separateness from overall objective of the company could lead to a reduction in work quality. The employee will want to perform their task to remain employed instead of practicing best work. Thus, it can be stated that the company success relies on the level of employee’s competencies.
In contrast to this, Nyberg Pieper and Trevor (2016) stated that employee’s creativity and imagination could lead the innovation into the business. Woolworths should evolve to gain competitive benefit by motivating the employees. Because, if employees will not be motivated then they will cease to share new idea regarding maintaining the market share and increase potential customers. Less motivated employees show their less energy and time towards the job.
RO3: ‘To evaluate the strategy to motivate the employees in the organization: A case study of Woolworths, Australia’
As per the view of Zameer Ali Nisar and Amir (2014), empowerment is an intrinsic factor, which is used by the company to empower the employees by assigning them individual accountabilities and right to make the best judgment. Woolworths can encourage the employees to make creative and innovative ideas by empowering the employees at the workplace. This strategy permits the workforces to feel like active personnel at the workplace who are competent to contribute something meaningful. When workforces feel that they are part of the corporation then they are more likely to move towards the objective of the corporation.
In support of this, Nyberg Pieper and Trevor (2016) described that self-improvement permits workforce to get the training as per their requirement to improve their projects. It could motivate the personnel in a different manner. For instance, Firstly, it makes feel to employees that organization believe they are competent to attain the additional skills and information. Secondly, it facilitates those facts that can inspire new concept or develop a new product within an organization. The less common technique of self-improvement could provide the opportunity regarding physical exercise and meditation. These both strategies make an individual feel more mentally aware and prepared. It is assessed that some workforces underperform and resist the company change and instruction due to demotivation at the workplace. Thus, Woolworths should appreciate the work of employees to decline their stress as it would be beneficial to get better work result.
Mostafa Gould?William and Bottomley (2015) stated that company should use flexible time strategy to motivate the employees in the workplace. In the current scenario, people give value to personal time due to their family requirements. A traditional nine to five workday may not effective for a large number of people. Hence, flexible time permits the workforces to set and control their own work hours. It is a great way that organizations are accommodating to meet the need of employees. There is a certain option in which company can motivate the employees towards their work such as job sharing, telecommuting, and compressed workweek.
Lee and Steers (2017) explained that there is a large number of people go to work each day and act same as they do unenthusiastic activities to perform their project. These individual faces condition as burnout. However, the smart manager can perform something to enhance the condition before a workforce becomes bored and loses motivation. The aspect of job redesign requires knowledge in the workplace. This strategy would be beneficial to enhance the job quality of people. The company can also use motivational theories in working structure to enhance the satisfaction and productivity of employees. When redesigning jobs then managers should focus on job scope and depth. Redesign strategy could be performed in different ways such as job enrichment, job enlargement, and job rotation.
In support of this, Mostafa Gould?William and Bottomley (2015) discussed that job rotation practice means assign different jobs and task to employees on a temporary basis. The key purpose of using this strategy is to add a wide category of job and expose independence to employees that one job has on other tasks. Job rotation could lead the higher extent of contributions and renew enthusiasm and interest. A company can obtain benefit from cross-trained employees at the workplace.
Conclusion
As per the above interpretation, it can be concluded that motivation is a psychological procedure to assess the direction of people’s attitude and also assess the level of persistence and efforts of workforces. Motivation can be classified into two parts such as intrinsic (internal) motivation and extrinsic (external) motivation. It could be summarized that the employee’s motivation can positively impact on the organizational performance such as increase employee retention, improve work quality and aids to get innovative ideas from employees. It can be concluded that there is a different strategy to motivate the employees in an organization such as flexible time, employee empowerment, rewards, and job redesign.
References
Arifin, H. M. (2014). The influence of competence, motivation, and organizational culture to high school teacher job satisfaction and performance. International Education Studies, 8(1), 38.
Barrick, M. R., Thurgood, G. R., Smith, T. A., & Courtright, S. H. (2015). Collective organizational engagement: Linking motivational antecedents, strategic implementation, and firm performance. Academy of Management Journal, 58(1), 111-135.
Bottomley, P., Mostafa, A. M. S., Gould?Williams, J. S., & León?Cázares, F. (2016). The impact of transformational leadership on organizational citizenship behaviors: The contingent role of public service motivation. British Journal of Management, 27(2), 390-405.
Cascio, W. (2018). Managing human resources. UK: McGraw-Hill Education.
Fu, W., & Deshpande, S. P. (2014). The impact of caring climate, job satisfaction, and organizational commitment on the job performance of employees in a China’s insurance company. Journal of Business Ethics, 124(2), 339-349.
Lazaroiu, G. (2015). Employee motivation and job performance. Linguistic and Philosophical Investigations, 14, 97.
Lazaroiu, G. (2015). Work motivation and organizational behavior. Contemporary Readings in Law and Social Justice, 7(2), 66.
Lee, T. W., & Steers, R. M. (2017). Facilitating effective performance appraisals: The role of employee commitment and organizational climate. In Performance measurement and theory (pp. 75-93). UK: Routledge.
Mone, E. M., & London, M. (2018). Employee engagement through effective performance management: A practical guide for managers. UK: Routledge.
Mostafa, A. M. S., Gould?Williams, J. S., & Bottomley, P. (2015). High?performance human resource practices and employee outcomes: the mediating role of public service motivation. Public Administration Review, 75(5), 747-757.
Nyberg, A. J., Pieper, J. R., & Trevor, C. O. (2016). Pay-for-performance’s effect on future employee performance: Integrating psychological and economic principles toward a contingency perspective. Journal of Management, 42(7), 1753-1783.
Zameer, H., Ali, S., Nisar, W., & Amir, M. (2014). The impact of the motivation on the employee’s performance in beverage industry of Pakistan. International Journal of Academic Research in Accounting, Finance and Management Sciences, 4(1), 293-298.
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