Evaluating_Performance_Through_Motivation_Conflict

Evaluating Performance through Motivation and Conflict Organizations all around the world are constantly looking for ways to motivate their employees. In this paper, four topics regarding performance through motivation and conflict management is outlined. Motivational theories and organizational behavior is the first topic that this paper discusses. How different organizations apply motivation theories to motivate employees is the second topic. The analysis of conflict management strategies that the workplace uses is the next topic; and finally the best approach of conflict management that works best in any organization and why these approaches work. Many believe that a manager’s number one job in the workplace is to make sure the work done through the employees. The easiest way to accomplish anything is to find a way to motivate them. Research shows that motivated employees are far more creative and productive. Unfortunately, the opposite is also true in this situation. People will do what they want to do unless they are motivated to do something else. Some examples of motivation are, positive reinforcement, effect discipline and punishment, satisfying employee needs, the treating of employees equally, setting up work related goals, the restructuring of jobs, and rewards based on job performance. One of the most famous theories of motivation is Maslow’s hierarchy of needs. Abraham Maslow produced five levels of basic needs with his theory. Maslow characterized basic needs as needs for self-actualization, needs for self-esteem, needs of love, safety and security needs, and physiological needs. The physiological needs are air, food, water, sex, sleep, and any other necessity needed to exist. The safety and security needs include security of employment, health, environment, resources, and property. The needs of love include family, friendship, love, and intimacy. The levels of Maslow’s theory are self-explanatory (Zhang, 2010). Organizational behavior is a social science discipline—much like cultural anthropology, economics, political science, psychology, and sociology (Questia, 2010). Relationship between motivation and organizations behavior forms Expectancy, Equity, and Goal setting theories. For, example, when a hierarchy boss come and thanks or tell a line level employee how well he or she is doing, his or her behavior begins to change. This can be sociology because the employee starts to think empowerment and start working of a goal for promotion in the company (Questia, 2010). Currently, there are several types of motivational theories in which organizations uses to motivate their employees. Motivation is the key to performance management. All managers need positive performance outcomes from each employee to produce productivity for the organization. One known motivation theory applies to motivating employees would be motivation-hygiene theory. This specific theory basically determines and defines what satisfies and dissatisfies employees at their job. The theory also states that there is no dissatisfaction within employee’s motivation process, there is a dissatisfying characteristic that is produced instead. In other words, the managers should use the processes and guidelines of this specific theory to produce more positive motivational outcomes from each employee. Here are seven guidelines a specific organization can use to motivate each employee, like, positive reinforcement, accountability, disciplinary actions (positive), fair treatment for each employee, satisfying employee’s needs, producing work goals, and incentive programs (Schermerhorn, 2008). Positive reinforcement is a prime example of patting the employee on the back. This type of motivation is an excellent moral boost for any employee. Employees appreciate being told their work is needed and that the organization needs them to make the productivity. Accountability is basically the process of each employee taking responsibility for each action. For instance, if an employee makes a mistake that will effect the organization he or she should feel comfortable enough to approach the manager the mistake made. Incentive programs are a major motivation technique for any employee. Most employees go to work on a daily bases for a paycheck. An excellent way to motivate these employees is to give extra incentives, like, paid days off or matching each employee’s 401K (Schermerhorn, 2008). Conflicts in the workplace and schools are normal, but solving this conflict can take some conspiring with one of the five conflicts management strategies. Teams at University of Phoenix use at least four of these strategies. For example, collaboration strategy is one of the most successful strategies used here. When teams work together to complete papers and presentations, they collaborate by using every member’s input and ideas. The next strategy is compromise. When one individual on the team feels as though, they are taking on the bulk of the assignment, another individual will divide the assignment equally. When circumstances occur in individual’s lives, the team members are there to accommodate them by completing the missing team member’s portion of the assignment. The avoidance strategy can occur in teams when members do not want to involve themselves in team conflicts, so they allow someone else to make decisions for him or her. The last strategy is competition. Competition is often seen in the workplace, especially in the sales departments. Employees compete for special incentives, money, or advancement; without any consideration for the next guy (Swinton, 2006). The direct approach is the best when discussing conflict management approaches in an organization. The various options this method has give organization different options to manage conflicts. The majority of the team’s organizations use some sort of compromising to resolve many of the conflicts that arises within the group. This method give both parties involved the opportunity to reach agreeable terms. A union versus employer in a discipline problem that is an example of the compromising method used to resolve conflicts. In conclusion, carefully and constructively applying organizational behavior ideology can enhance the performance in each individual in a group and collectively create cohesive among members eventually forming effective teams that strengthens any organization. The doctrine of organizational behavior consists of analyzing the behaviors of people in an organization fortunately enabling the entity to recognize strengths, weaknesses, and differences among subjects. The research is extremely important in the new age particularly because the global environment is diverse. Possessing the ability and knowledge to understand and communicate with one another is a competitive edge in such climate. One understanding has surface that the sky is the limit. Comprehending and respecting individual differences allows constructive feedback. Constructive feedback coupled with motivation instantly improves results. Organizational behavior permits leaders and managers of an organization to motivate teams, groups, or individuals properly because through this study one can recognize what motivates the associates. Multiple theories screen and direct motivation. These hypothesis applied by different organizations aids in organizational achievements. Substantially, teamwork makes the dream work (Schermerhorn, 2008). Reference Questia Media America. (2010). Retrieved February 23, 2010, from www.questia.com Schermerhorn, J.R., Hunt, J.G., & Osborn, R.N. (2008). Organization behavior (10th ED.). Hoboken, NJ: Wiley & Sons, Inc. Swinton, L. (2006). Workplace conflict management: Strategy for successful resolution Retrieved February 23, 2010 from www.mftrou.com Zhang, Xiameng, & Bartol, K. M. (2010, February). Linking Empowering Leadership and Employee Creativity: The Influence of Psychological Empowerment, Intrinsic Motivation, and Creative Process Engagement. Academy of Management Journal, 53(1), 107-128