Evaluatinng_Performance_Through_Motivation_and_Conflict_Management

Executive Summary: Evaluating Performance Through Motivation and Conflict Management By: The Ghost Riter MGT/307 November 13, 2010 Professor J. D. Jonesl Motivational Theories and Organizations Application of Them To effectively evaluate performance through motivation and conflict management, one must gain a firm definition and understanding of the term motivation. Motivation refers to the individual forces that account for the direction level, and persistence of a person’s effort expended at work. Direction refers to an individual’s choice when presented with a number of possible alternatives (e.g., whether to pursue quality, quantity, or both in one’s work). Level refers to the amount of effort a person puts forth (e.g., to put forth a lot or very little). Persistence refers to the length of time a person sticks with a given action (e.g., to keep trying or to give up when something proves difficult to attain) (Schermerhorn, Hunt, Osborn,(2008). In order for an employer to have an employee to do something there must be some incentive for the employee to accomplish what is to be done. This incentive may be negative or positive. For example, if an employee knows that if he or she may be terminated from a job if he or she does not complete the task timely and to standard may be enough motivation for him or her to comply with the employer’s standards. On the other hand, a positive motivator may be that if the employee knows that he or she will be rewarded with paid time off for completing the task above the standard may motivate him or her to work diligently to complete the assigned task. Motivation is essential for a high performance company to exist. There are many available theories of motivation, and they can be divided into two broad categories: content theories and process theories. Theories of both types contribute to our understanding of motivation to work, but none offers a complete explanation. Content theories of motivation focus primarily on individual needs—that is, physiological or psychological deficiencies that we feel a compulsion to reduce or eliminate. Abraham Maslow’s hierarchy of needs theory, is a content based theory. It identifies five levels of individual needs. They range from self-actualization and esteem needs at the top, to social, safety, and physiological needs at the bottom. Process theories of motivation focus on the thought or cognitive processes that take place within the minds of people and that influence their behavior. The equity theory is an example that falls into the Process Theories category. As applied to the workplace through the writing of J. Stacy Adams, equity theory argues that any perceived inequity becomes a motivating state of mind; in other words, people are motivated to behave in ways that restore or maintain equity in situations (Schermerhorn, Hunt, Osborn,(2008). These are just two of the many types of motivational theories that fall into the Content Theory or Process Theory categories. Managers will do well to gain a grasp on these concepts to ensure that proper motivation is afforded its employees if they are to develop a high performance company. Conflict Management Every organization has a common denominator that makes them uniquely the same –that is they are comprised of humans. As free moral agents to think, reason, filled with various desires and made up of differing personalities every organization will have to deal with conflict management. As individuals are meshed together to form an organization, the yearn to be heard and seen, to be different, and thrive to achieve inevitably someone in the organization feelings are going to be hurt. This discontent may be brought about by some feeling left out or not appreciated, or not having a voice, or may feel that he or she is not getting his or her fair share of recognition or compensation. They feel there is inequity against them. Obviously this will lead conflict. Managers must be ready willing and able to handle conflict with proper conflict management measures. There are several conflict strategies managers may consider. Lose-Lose Conflict occurs when nobody really gets what he or she wants. The underlying reasons for the conflict remain unaffected, and a similar conflict is likely to occur in the future. Avoidance is an extreme form of inattention; everyone simply pretends that the conflict does not really exist and hopes that it will go away. Win-Lose Conflict In win-lose conflict, one party achieves its desires at the expense and to the exclusion of the other party’s desires. This is a high-assertiveness and low-cooperativeness situation. Win-lose strategies fail to address the root causes of the conflict and tend to not adequately address the cause of the conflict. Compromise occurs when each party gives up something of value to the other. As a result of no one getting their full desires, the antecedent conditions for future conflicts are established (Schermerhorn, Hunt, Osborn,(2008). Compromise resolution may work the best, because it considers all concerned and provides that everyone gives and takes. This creates an environment where everyone is valued which may be the foundation for a high performance company. Conclusion Motivation theories are many, however breaking them down into two categories such as Content Theory and Process Theory makes it easier to understand them and grasp their dynamics. Since problems or conflicts are bound to flare up in all companies, it is important that managers know how to employ good conflict management strategies. Having the knowledge of what motivates people will help them to effectively resolve conflict management and build toward a high performance company. Reference Schermerhorn, J., Hunt, J., & Osborn, R., (2008). Organizational Behavior (10th ed.). Hoboken, NJ: John Wiley & Sons.