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Essay: Employee Performance and Job Performance

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This chapter reviews the relevant prior literature pertaining to leadership, motivation, training, skill and knowledge that contribute to job performance amongst RMN personnel. The literature reviews are based on the jobs and organization which are related to the job performance in the RMN. The chapter ends with a summary.

2.2 Employee Performance

2.2.1 Job Performance

In this research, job performance is the dependent variable, which is the most frequently used variables in the organizational psychology. For many decades, the view focused on contributing factors that affected job performance has received much attention in the research. The general consensus from numerous studies was that employee performance is only mildly, but positively, linked to general measures of performance.

Sulaiman (2012) explained the six dimensions of job performance namely work duties, work skill, quality of work, work enthusiasm and innovative potential. Roa (2004) defined performance as the output delivered by an individual in relation to their given role during a particular period of a time under the set of circumstances operating at that point of time. An individual’s performance is a function of three sets of factors; the ability or competence to perform various tasks that lead to performance, motivation to carry on each of these tasks and work efforts to carry out. The performance can be measured firm the output and determinant factor on how well an individual has done a given role across the period time. Meanwhile, Dees (2009) in his study mentioned that job performance is the manner in which something fulfills its intended purpose.

The job performance of employees has metamorphosed into a topical issue in organizational management. This development could be attributed to the fact that organizational outcomes and successes are, to a large extent, determined by the performance of their human resources (Hedge, Borman & Lammelein 2006). At organizational level, the determining factors that are important in stimulating employee job performance are very crucial in that managers may be able to deal with policies and practices affecting employees more effectively and efficiently in the fast-paced workplace environment of today (Penny & Joanne 2013).

At both industry and national levels, the subject of job performance has significance to the economies of developing countries such as South Africa, whose productivity levels are partially determined by the aggregate job performance of individual employees in different industries throughout the entire country (Woratz 2012). This presents the need to develop an in-depth understanding of factors influencing job performance in organizations in the sense that, unless updated information on factors influencing job performance is known and understood, organizations will continue to be inundated with nagging employee performance problems that remain unresolved (Avalos 2007).

Motowidlo (2003) claimed that job performance is ‘the total expected value to the organization of discrete behavioral episodes that an individual carries out over a standard period of time’. Usually employees who are able to perform better (high performers) will have higher priority in being hired compared to those low performers. Highly performing employees are needed to attain organizational goals (high level of productivity) and to keep the company in achieving competitive advantages (Sonnentag and Frese, 2002).

Performance management, in study by Michael Armstrong (2005) was defined as a systematic management tool comprised of purposes, standards, objectives, feedback, reward and measurement that are agreed on to receive more effective results from the organizations, individuals and teams by motivating the individuals in a way to make them aware of their own potentials. Napoleon best sums it all when he said that, ‘the man who was armed with it, was worth three men who were not’ as stated in Eric (2011) study.

The theory of planned behavior Ajzen (2011) with its emphasis on the proximal antecedents of job effort and performance is offered as an alternative. According to the theory, intentions to exert effort and to attain certain performance level are determined by attitudes, subjective norms and perception of control in relation to these behavior; and these variables, in turn, are a function of readily accessible beliefs about the likely outcomes of effort and performance, about the normative expectations of important others, and about factors that facilitate or hinder effective performance.

Millet (2010) stated that an effective leader knows how to check, maintain and when necessary, improve staff morale. He listed that by monitoring staff morale, one will realize the ease in bringing in improvements when performance and efficiency begins to deteriorate.

In order to achieve high productivity in an organization, the organization firstly needs to discover methods that can be used to improve the employee’s performance. According to Pushpakumari (2008), a great effort is necessary for the employees to attain high performance in jobs. When the employees are satisfied with their jobs, they tend to be motivated and are willing to put more effort and committed more in their jobs.

Employee performance in the organization will be enhanced if they find that organization are more concerned to satisfy their employees as they perceived (Mohammad Rabiul Basher Rubel & Daisy Mui Hung Kee, 2014).

Organizational commitment will enhance the success of an organization by making employees dedicated to the achievement of its goals (Grawe et al., 2012). The success of any organization can be predicted by its success in raising and maintaining employees’ commitment. High levels of commitment contribute to positive attitudes and behaviors in organizations (Chughtai and Zafar, 2006; Sinclair et al., 2005; Srivastava, 2013).

Job performance also influenced by three principal factors (Farh, Seo & Tesluk 2012; Kacmar et al. 2009), namely: declarative knowledge (knowledge about facts, principles and objects), procedural knowledge and skill (ability to implement declarative knowledge), and motivation (choice to expend effort, level of effort and persistence).

Job performance has connections with a number of organizational outcomes that include customer service and product quality (Blignaut 2011), manager-employee relationships and employee turnover (Dalal & Hulin 2008).

Becker et al, (2011) stated that employee’s performance is measured against the performance standards set by the organization. Good performance means how well employees performed on the assigned tasks. In every organization there are some expectations from the employees with respect to their performance. When they perform up to the standards and meet organizational expectations they are believed to be good performers. From this literature, analysis can be made that job performance actually can be looked on various factors in investigating the element that affected job performance.

2.3 Factors Affecting Job Performance

2.3.1 Leadership

The definition of leadership used in the Malaysian Army Command, Leadership and Management Doctrine, (2007) is the art of influencing and directing people to achieve willingly the team or organizational goal.

Northouse’s (2001) defined leadership, ‘as a process whereby an individual influences a group of individuals to achieve a common goal’ (Northouse, 2001, p.3). The definition supplies the key concepts of process, influence, groups and goals. Viewing leadership as a process suggests that leadership impacts leaders and followers in a situational environment, and is not adequately described as a characteristic or trait of the individual leader (Hughes, Ginnett & Curphy, 2006). The process is complex and multidimensional. It includes individuals, situations, groups, technical, function, emotions, feelings, relationships, internal environment and external environment just to name few. Influence involves how a leader affects followers; with or without influence, there is no leadership (Northouse, 2001)

The present study adds to the existing literature of finding the extent of relationship between leadership effectiveness and employee performance in the Indian context with the following objectives: To ascertain the various factors that affects the effectiveness of the existing leadership styles; To determine whether there is any difference in the leadership choice between public and private sector enterprises; To find out the relationship between effective leadership and employee performance as measured by extra effort, employee effectiveness, satisfaction and dependability.

Leaders take the necessary measures and establish human relationships to provide optimal use of human resources in their organization that we can refer to these measures take correct leadership style. Obviously, every leader in their organization uses a particular leadership style that is actually a set of his behavior patterns that frequently occurs during the constant organizational working and others know him by it and as the leader of the organization are in very close cooperation with the staff, the leadership style of these managers has a significant impact on staff morale. And consequently, the staff morale will have an effect on their performance (Shirzad & Kebriya & Zanganeh, 2011).

In fact, leadership is important for all organizations to achieve goals. Since leadership is a key factor for improving the performance of the organization, the success or failure of an organization depends on the effectiveness of leadership at all levels. Researchers have stated that leadership is an ability to influence attitudes, beliefs, and abilities of employees to achieve organizational goals. Over the years, leadership has been a major topic between the researchers but dramatic social changes that have occurred over the past two decades makes the issue of leadership and its relationship with other organizational factors more remarkable (Duckett & Macfarlane, 2003).

From the beginning of globalization, the primary challenge for a manager is to command different strategies to boost a firm’s performance (Habib, Khurram & Idress, 2010). Job satisfaction plays a vital role for the strength of an organization which has significant effect on employee performance. And the word performance we used to pass on the individual aptitude is to be inspired, stirring, pioneering and to be determined to achieve the goals of an organization (Walumbwa & Hartnell, 2011). Leadership is associated with employee performance (Ogbonna & Harris 2000). The relationship between leadership and performance has established a considerable attention (Gadot, 2006). The main theme of the every organization is to enhance employee performance.

According to Mehra et al. (2006), when some organizations seek efficient ways to enable them to outperform others, a longstanding approach is to focus on the effects of leadership. This is because team leaders are believed to play a pivotal role in shaping collective norms, helping teams cope with their environments, and coordinating collective action. This leader-centered perspective has provided valuable insights into the relationship between leadership and team performance. Therefore, summarizing past studies’ literature, there is a positive relationship between leadership and job performance.

2.3.2 Motivation

As performance of employees is significant for organizations, the management should consider improving performance of workers in their companies by encouraging them to do their tasks and duties as efficiently and effectively as possible. Therefore, motivation in firms is absolutely important and necessary because it could change the behavior of employees in positive ways. That is why many managers believe that when they establish motivated employees in the workplace, they can observe significant achievements in their organizations (Mohammad Saeid Aarabi, 2013)

Motivation is the most important matter for every organization, in the public or private sectors. For the success of any organization, motivation plays an important role. All organizations encountes the matter of motivation whether they are in the public or private sector (Chintallo & Mahadeo, 2013). According to Chaudhary & Sharma (2012), the word motivation is derived from ‘Motive’. The meaning of ‘motive’ is needs, wants, and the desire of the persons. Hence, ’employees motivation’ means the process in which an organization inspires its employees in the shape of rewards, bonus etc. for achieving the organization’s goals.

Today, there are many discussions about motivation and the relationship between employee’s efficiency and the organizational efficiencies. Motivation will lead to the fact that workers or employees of the organization will seriously do his duties and responsibilities (Azar and Shafighi, 2013).

Robbins (2001) defines motivation as the processes that account for an individual’s intensity, direction and persistence of effort toward attaining a goal. The three key elements in the definition are intensity, direction and persistence. Intensity is the concern with how hard a person tries. This is the element that most of us focus on when we talk about motivation. However, high intensity is unlikely to lead to favorable job performance outcome unless the effort is channeled in a direction that benefits the organization.

According to Iqbal et al. (2012), the purpose of employee’s motivation and their ability to collectively participate into employee’s performance and in their difficult tasks given by the manager are to achieve maximum productivity. This researcher is more concerned with increase in productivity, perfection and working ability. The needs and wants of employees having more important in research history. Motivation is the one of the most important term of psychology and most managers want maximum output and productivity. They tackle this with in a good manner and motivate their employee in a better way. Motivation also increases the cooperation between employees and managers, it also encourage their responsibilities. It also encourages participation of their subordinates, to take their responsibilities in better way and also to help oversee other employees and monitor their performance. Motivation gives managers a maximum rate of interaction towards work and allows them to know their employee’s working capacity and assign work according to their capacity to get maximum productivity (Ali, Abrar and Haider, 2012).

Therefore, we have to consider the quality of an effort as well as its intensity. Effort that is directed towards and consistent with the organization’s goal is the kind of effort that we should be seeking. Finally, motivation has a persistence dimension. This is a measure of how long a person can maintain effort. Motivated individuals stay with a task long enough to achieve their goal.

Motivation is a Latin word and it means ‘To move’ (Wade & Tavris, 2008). Psychologists believe that motivation is the process that drives individual towards achieving a goal. Moreover, motivation gives a person a purpose and the drive that he needs to achieve it. It helps people to push or pull from a bad situation, which are negative features in their lives. Nowadays, employers are interested to know about motivation and how to motivate their employees to improve productivity.

On the other hand, employees who feel motivated to work are likely to be persistent, creative and productive, turning out high quality work that they willingly undertake. Motivation can be defined as something inside people that drives them to action. Motivation is the willingness to work at a certain level of effort. Motivation emerges out of needs, values, goals, intentions and expectations (Josiah Roman Aketch, Odhiambo Odera, Paul Chepkuto & Ochieng Okaka, 2012).

Therefore, Maslow’s Motivation Theory is important as it assists the learner to acquire the behaviour necessary for effective performance. People learn if they accept the need for training and commit to it. If their motivation is weak, for instance if they doubt their ability to learn, no matter how well their training is designed and implemented, its effectiveness will be limited (Bruce,2003).

As supported by Armstrong (2001), the more highly motivated the trainee, the more quickly and thoroughly a new skill or knowledge is learned. This means training should be based on what the employee desires, such as job promotion and recognition to enhance performance. Maslow’s model has had a considerable impact on the study of motivation in general and in particular with regards to employee performance that relates to this research.

Contrary to Maslow’s views, the short answer appears to be the fact that for the majority of people, money is clearly significant and a motivator at work. But to what extent is money a significant motivator and how important depends upon their individual circumstances and the other happiness they derive from work. The bottom line is definitely the extent to which money motivates people to work to the top of their abilities. Even though pay may still make people tick, there are now a number of other significant influences on motivation. For a lot of people, the feeling of being recognized and valued appears more important than money in motivating them to keep on in a particular job. (Laurie 2007, 255) Therefore, motivation has been an issue of concern in the past and has established itself as an integral part in current organizational settings. Motivation is quite complex to comprehend thus placing awareness to the fact that several factors influence employees performance in a particular organization. Reason being that, what motivates one worker will not definitely motivate the other employee within the same company.

McShane et al defines motivation as ‘…a factor that exist in an individual which has the potential to affect the way, strength and eagerness of behaving towards work’. (McShane & Von Glinow 2003, 132) The above definition of motivation has been supported by Petri & Govern, ‘motivation is the thought that explains the propelling force in an individual that explains differences in intensity of behavior’. (Petri & Govern 2004, 16).

The employee motivation is obviously important. In fact, it is one of the most important and essential factors for the achievement of employees, and ultimately, the organizational targets and goals (Berman et al., 2010). Ololube (2006) asserts that motivation to work, whether intrinsic or extrinsic are very essential in the lives of workers because they form the fundamental reason for working in life. It represents the complex forces and needs which provide the energy for an individual to perform a particular task (Schulze & Steyn, 2003). Moreover, employee motivation serves as an essential component of business operations whereby high motivation coincides with job satisfaction, a sense of pride in one’s work, a lifelong commitment to organization which enhances performance and productivity (Linz et al., 2006). Likewise, for Islamic organizations, this factor is useful to examine the employees’ performance, although the findings may be equivocal.

Motivation increases the job involvement by making the work more meaningful and interesting as well as the fact that it keeps the employees more productive and improves their subsequent job performance (Kamery, 2004; Ekerman, 2006).

Further research needs to be carried out on a larger population and sample size to increase the generalizability of the findings. More motivation factors and other factors that could have influenced on job performance must be included in order to obtain more comprehensive understanding factors that influence on job performance (Mohammad Saeid Aarabi, Indra Devi Subramaniam & Abu Baker Almintisir Abu Baker Akeel, 2013). 2.3.3 Attitude

Bagozzi states that the term attitude is often used as an umbrella expression covering such concepts as preferences, feelings, emotions, beliefs, expectations, judgments, appraisals, values, principles, opinions, and intentions (Onzima, A. D., 2011). Attitude can be formed from a person’s past and present. In lay language, attitude may refer to the distinct concept of mood, or be especially synonymous with teenage rebellion.

An attitude is actually defined as ‘… a summary evaluation of an object or thought’ (Malhotra, N. K.,2005). The object or phenomenon can be anything a person discriminates or holds in mind (Bohner, G., and Wanke, M., 2002) and may include people, products, and organizations.

Attitude plays an important role in generating a smooth assignment so that it can be executed efficiently and effectively with the consent of personal behavior. An organization is able to develop specific skills and training to its employees based on the needs and requirements of the organization. Particularly the military is in dire need of a positive thinking in all aspects of the assignment. Positive attitude in the nature of a person or the organization includes factors that will produce the best performance and achieve the standards set by the organization.

Sergio Roman (2005) stated that the level of education affects a person in performing a task. High level of education will encourage an attitude to do the job better, and more quality compared to workers with lower education. Attitude consists of the three main components, namely discerning awareness, influence and behavior. Cognitive category in attitude is a belief, opinion and knowledge or information about an individual. Influence on attitudes translates into behavior. Behavior on the part commission refers to a certain attitude towards something or someone. The three components of this attitude prove that attitude is something that is complex. It can be concluded that emotions and feelings affect an individual’s attitude towards something or someone.

The attitude-performance problem has drawn extensive research from all fields of behavioral sciences over the past 70 years (Luu, H.,2011). Arguments that support an attitude towards work cause performance usually refer to the functions of attitudes as guidelines and facilitators of behavior (e.g. Judge, T. A., Carl J. T., Joyce E. B., 2001) or refer to the functions of attitudes as the motivational effects of the personal importance or identification with the job or organization (e.g., as a component or a consequence of the commitment; see (Meyer, J. P., Becker, T. E., and Vandenberghe, C., 2004).

Attitude towards work is the feelings we have toward different aspects of the work environment (Carpeter et al, 2009). According to him, there are some elements which influence attitude towards work, namely personality, person-environment fit, job characteristics, psychological contract, organizational justice, work relationship and stress.

According to Sulaiman, et al (2013), given the facts about competency and attitude having equal effect on performance, competency is employee’s skills and knowledge, potential and attitude are internal feelings to perform tasks efficiently and quickly. Employees are the source of earnings for all services provider organizations and if they are committed to their work, they can provide services efficiently, where attitude and performance are correlated where a good behavior person can deal with customers perfectly and increase organization profit. Lee and Chen (2013) concluded that employees doing work for a long time in organizations have a negative attitude because the longer the time passed with the specific organization, their commitment to work is also lower and finding motivation is a solution for this type of situation.

(Judge et al. 2001) noted that ‘although most social psychologist would argue that attitudes do predict corresponding behaviors, industrial organizational psychologists continue to hold the view that the most focal behavior on the job (job performance)’.

Employee attitude is the most influencing factor that forms personality traits especially at workplace (Waryszak, R. and B. King, 2001). A leader can influence the attitude of his subordinates, psychologically influence them to erect high level of performance and enhance the satisfaction of employees (Burris, E.R., J.R. Detert and D.S. Chiaburu, 2008).

In the line with the previous opinion, (Wei, W. C., and Chu, S. H., 2008) performed a survey about the relationship between attitude towards work and job performance in the financial service industry and they found that work attitude has a positive effect on job performance. Better work attitude leads to better job performance. Studies on attitude mentioned above affirmed that attitude is about the conduct of life through knowledge which transferences to the performance of individual.

2.3.4 Skill

Skill is the learned capacity or ability to carry out the pre-determined results often with the minimum outlay of time, energy or both. In other words, the abilities that one possesses. Skill can often be divided into domain-general and domain-specific skills. For example, in the domain of work, some general skills would include time management, teamwork and leadership, self-motivation and others, whereas domain-specific skills would be useful only for a certain job. Skill usually requires certain environment stimuli and situations to assess the level of skill being shown and used. People need a broad range of skills in order to contribute to the modern economy.

Dokko, Wilk and Rothbard (2008) proposed a psychological theory to propose socio cognitive factors that interfere with the transfer of knowledge and skill acquired from prior work experience. The finding showed that task-relevant knowledge and skill mediates the relationship between prior related experience and job performance. The study also suggests that the positive effect of prior related experience on task relevant knowledge and skill is attenuated by higher levels of experience within the current firm.

Benjamin (2012) asserts that providing employees with an opportunity to take on a variety of skills of greater complexity in their current roles enables an employee to learn new tasks in a supported environment and develop the skills needed to progress in his career. Management can also assess the employee’s performance and see how he responds to feedback on the new responsibilities, thus enabling company executives to devise a job design that is workable and effective.

In the view of Garg & Rastogi (2006), skill variety refers to the extent to which the job requires the employee to draw from a number of different skills and abilities as well as upon a range of knowledge (cited in Ali, 2010). According to Benjamin (2012), the theory behind providing skill variety in job design is that it will reduce boredom, thereby increasing job satisfaction and motivation. This is likely to be true as long as the employee enjoys the skills and perceives the addition and mix of skills to be a benefit to the job. But adding a variety of skills which the employee finds stressful, isn’t qualified to address, or simply adding basic duties and minimal skills without adding to the intrinsic value of the job could actually have the opposite effect and increase dissatisfaction.

This finding empirically confirms the theoretical arguments given by Al-Ahmadi (2009), Ivancevich (1998), (Kahya, 2007), Garg & Rastogi (2006), Aswathappa (2006), Mathis and Jackson (2003), Campion et al (2005), and Perry et al., (2006). They explained that strong, positive relationship exist between the extent of a firm’s adoption of high involvement HRM strategies including skill variety and job performance. The implication of the finding is that, hospitals should provide nurses with more training to enhance their skills in order to improve nurse’s job performance

Arnold (2007) defined employability skills as the ability to survive in a job. Kearns (2001) has listed employability skills as i) the availability of work and individual works capacity, ii) knowledge in entrepreneurships, iii) the creative and innovative, interpersonal skills and iv) thinking and willingness to learn.

Effective trainings convey relevant and useful information that inform employees and develop skills and behaviors that can be transferred back to the workplace. (Montana & Charnov, 2000). The goal of training is to create an impact that lasts beyond the end time of the training itself. The focus is on creating specific action steps and commitments that focus people’s attention on incorporating their new skills and ideas back at work. Training can be offered as skill development for individuals and groups. In general, trainings involve presentation and learning of content as a means for enhancing skill development and improving workplace behaviors (Karlan & Valdivia, 2011)

These two processes, training and development are often closely connected. Training can be used as a proactive means for developing skills and expertise to prevent problems from arising and can be an effective tool in addressing any skills or performance gaps among staff.

In a similar approach, Sultana et al (2012) found training and development significant for the employee performance and they suggested that the organization must increase their investment in training and development to increase the performance of employees as well as their skills and capabilities.

Azami Zaharim (2009) stated that employability skills are skills that are very influential in ensuring the success and progress of a company or industry. Affandi (2012) identifies that employees or graduates having employability skills are able to perform in various situations. In this regard, the military organization with its trained personnel who work in technical working environment should be capable of maintaining their own skills or among their peers so that it will meet the needs of the organizations.

All the studies found that the higher average levels of labor productivity in firms in continental Europe were closely related to the greater skills and knowledge of their workforces, especially intermediate skills. Skill levels were also shown to be associated with the uptake of new equipment and to maintenance activity. These studies mostly took place in the mid to late 80s and early 90s but the findings have been replicated very recently (Mason and Wagner, 2002) with similar results.

Leithch (2006) acclaimed that investing in the literacy and numeracy skills on young people will improve their chances of employability; enhance productivity at company level, and competitiveness internationally. However, while literacy and numeracy skills are necessary, they are by no means sufficient. Furthermore, Leithch continued by examining qualifications and those things that can be measured. However, skills are arguably more broad-based.

A recent study published by the Chartered Institute for Personnel and Development (CIPD) (Purcell et al. 2003) also finds these positive impacts and examines the ways in which HR practices may impact on performance and asserts that for people to perform above minimal requirements they must: i)have the ability, ie the requisite knowledge and skills; ii) be motivated to work well and iii) be given the opportunity to deploy their skills and contribute.

While study by Minbaeva (2005) stated that skill is the process of developing talents in order to more effectively perform a specific job or task.

2.3.5 Knowledge

Knowledge refers to the information possessed and their ability to assimilate additional information. Relating to the current information, the RMN requires the Navy People to have skills of specific job tasks and a strong basis in general education. Relating to new information, the RMN desires the Navy People that are life-long learners and are easily trainable, meaning that they have the ability to receive instruction and new information.

Knowledge is familiarity with someone or something, which can include facts, information, descriptions or skills acquired through experience or education. It can be implicit (as with practical skill or expertise) or explicit (as with the theoretical understanding of a subject); it can be more or less formal or systematic. In philosophy, the study of knowledge is called epistemology; the philosopher Plato famously defined knowledge as ‘justified true belief’. However, no single agreed upon definition of knowledge exists, though there are numerous theories to explain it. Knowledge acquisition involves complex cognitive processes: communication, association, perception and reasoning; while knowledge is also said to be related to the capacity of acknowledge in human beings.

Knowledge workers are becoming an increasingly important and voluminous group of employees, covering a quarter to a half of workers in advanced economies (e.g., Davenport, 2006; Levenson, 2012).

Knowledge characteristics reflect the kinds of knowledge, skill, and ability demands that are placed on an individual as a function of what is done on the job (Morgeson & Humphrey, 2006). Recent dissemination of service work and overflow of knowledge workers have particularly emphasized the importance of cognitive ability for handling working issues. As organizations increasingly struggle with complexity and tend to build their future on the knowledge work, they should be able to recognize, understand and design jobs that will utilize competencies of their workers. The most prominent knowledge characteristics are: job complexity, information processing, problem solving, skill variety, and specialization.

Judge (2004) revealed that high-ability teams perform better than lower-ability teams, especially when the workload is high. High-ability teams are also more flexible when it comes to changing situation as they were able to more effectively adapt prior knowledge to suit a set of new problems. The failures of the employees to perform their job effectively will certainly jeopardize the overall performance of an organization, thus cause lower productivity as mentioned by Abu AlRub (2004).

Likewise, Almeida et al (2003) examining the relationship between experience and performance frequently treat work experience as a substitute of knowledge. Knowledge characteristics are the structural features of jobs that affect the development and utilization of information and skills (Parker et al., 2001). If they are enriched, they can create challenging jobs and provide workers with opportunities to solve problems, process complex information, and to apply deep and broad skills (e.g., Morgeson & Campion, 2002; Morgeson & Humphrey, 2006). Their recent development reflects the wide increase of knowledge work and knowledge workers in modern business (Huang, 2011). Demanding and complex work settings for knowledge workers should positively influence on their task and contextual performance.

Jasvinder, Anwar and Ruslan (2001) stated that knowledge can be obtained through one’s own effort and can also be achieved through training, work and courses and through the positions he held throughout his career. Blasko (2009) explained on the importance of education and the inculcation of a higher level of knowledge to ensure that changes to the structure within the organization and development of military doctrine. Blasko said in his study of the Chinese Army on People Liberation Army (PLA) education reform organization, a lot of PLA institutions and training centers were combined and courses for its members have been modified according to the needs through the development of weapons systems and the concept of a combination of the three services. Even PLA officers are encouraged to furthering their studies in more than 50 PLA schools, locally and abroad.

Schack (2004) proved that the expert knowledge can be measured and it contributes in optimizing human performance. The study found that a person with expertise in a particular field to perform all tasks needed excel in their field and those who do not have any expertise failed to shine in the performance of his duties in any field whatsoever. Knowledge can increase a person’s level of aspiration. It can also be a motivating factor to a person to take necessary measures to achieve the aspects of higher knowledge. When a level of knowledge is as what as expected, an individual in his career, will directly help him to perform his job effectively.

Study from the above mentioned scholars can be interpreted that knowledge is one of the main factors that should be considered in measuring performance.

2.4 Performance Theory and Model

Organizations need highly performing individuals in order to meet their goals, to deliver the services they specialized in, and finally to achieve competitive advantage. Performance is also important for the individual. Accomplishing tasks and performing at a high level can be a source of effectiveness, with feelings of mastery and pride. Low performance and not achieving the goals might be experienced as dissatisfying or even as a personal failure. Moreover, performance, if it is recognized by others within the organization, is often rewarded by financial and other benefits. Performance is a major, although not the only, prerequisite for future career development and success in the labor market. Although there might be exceptions, high performers get promoted more easily within an organization and generally have better career opportunities than low performers (VanScotter, Motowidlo, & Cross, 2000).

Flexible work options traditionally have been introduced largely to meet employer needs for flexibility or to keep costs down, although they may also have met employee needs and demands (Krausz et al., 2000). Most importantly, there is virtually no research finding that employees working on flexi-time have lower productivity than those on traditional fixed work schedules (Yang and Zheng, 2011).

Moreover, Christen et al. (2006) argued that employees’ effort and ability determined the level of job performance. They also claim a different concept of effort and performance, which is an input to work while job performance is an output from those efforts. Generally, job performance is related to the employees’ ability to carry out their job well or not.

This evidence suggests the long-standing idea that there are leaders and followers in teams. The leaders make decisions and the followers abide by them. While agreeableness was positively correlated with working with a team, it is negatively correlated with being a leader. Those followers who don’t always agree and are willing to voice their own opinions end up moving up the ranks while those who blindly agree are left as followers.

The strongest force behind the spread of more decent working time arrangements, one that is both productive and socially healthy, remains a full employment economy plus the new institutional structures that facilitate a formal expression for desired flexibility in working time options. Therefore, companies could and should be offered incentives to adopt and spread flexible working time arrangements, such as flexi-time and working time accounts, which are known to improve employee morale and attitudes. This could, in turn, not only enhance individual work performance, but also improve company productivity, quality and, ultimately, the sustainability of firm performance (Lonnie Golden, 2011).

New perspective on performance also provides hints as to how to start developing models which contain cross-level linkages from individual to group to organizational performance. Most of the research on performance within organizations conducted to date has used highly specific measures when examining individual performance (Viswesvaran & Ones, 2000).

Reinforcement theory is an instrument used by managers to increase or decrease employees’ behaviors. As performance and effectiveness are more emphasized nowadays, it is important to understand and utilize these concepts in motivating staffs. Positive reinforcement is seen to be the most effective way of motivating staffs to perform better in organizations (Leong Teen Wei, Rashad Yazdanifard, 2014)

Traditional research finds the structural factors, e.g., composition, leadership structure, and board size, to be the most relevant influences on board effectiveness. Alternatively, behavioral approaches emphasize as the key factors of board effectiveness those influencing the processes within boards, i.e., effort norms, cognitive conflict, and usage of knowledge, as well as board members’ characteristics, including background diversity and behavioral characteristics. Factor analysis indicates that a new integrative framework for board effectiveness evaluation is much needed as a good starting point model for further empirical research. It is also suggested that the proper model implementation is contingent on its adjustment to the given socio-economic circumstances (Verica M. Babi”, Jelena D. Nikoli” & Jelena M. Eri”, 2011)

The method an organization chooses for performance reviews and evaluations can have the biggest effect on employee performance. Organizations that fail to review their employee’s performance or recognize a job well done may soon find disgruntled employees. Furthermore, organizations that stringently monitor employee work without providing employees the opportunity to provide feedback may also result in non-motivated employees (Cardy & Selvarajan, 2004).

The idea implies the dual role of the theory first to organizations and second to employees on the basis that both the organization and the employees must decide on the performance of their organization, and that when employees put in their best in the service of the organization, the culture and human resource practice should also ensure that the employees’ level of needs are reflected in the values the organization holds with high esteem (Greenberg & Baron, 2003).

Employee’s performance is an issue that has received wide attention in literature and research due to its importance since every organization aims to achieve higher performance (Ojo, 2009). For clarity, the two concepts, employees and performance, will be defined separately as follows to ensure common understanding. (a) Employees are people who are hired, working on the basis of part time or full time under an employment arrangement, whether it is in written or oral expression. It also includes agreement on the remuneration and the kind of duties expected of the employee within a time frame (Shumen, 2009). (b) Performance is the achievement of a set of assigned tasks that are anchored to time, with a result indicator that will measure the accomplishment level of the task assigned, which can be measured only when a performance standard has been put in place (Shumen, 2009).

Performances are activities that ensure goals are consistently being met in an effective and efficient manner (Cardy & Selvarajan, 2004; McNamara 2005). Employee’s performance refers to the observable behaviors and actions which explain how a job is done, plus the results that are expected for satisfactory job performance (McNamara, 2005). To achieve or encourage higher performance from employees, the following criteria should be considered (Cardy & Selvarajan, 2004).

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26 Example Paragraphs for Performance Reviews [Positive & Negative Feedback]

By Status.net Editorial Team on April 8, 2023 — 15 minutes to read

Performance reviews play an essential role in employee growth and development. Effectively conveying praise and guidance facilitates open communication and contributes to a positive work environment. This article provides example paragraphs for performance reviews, focusing on various skills and including both positive and negative examples; each skill is addressed separately, with example paragraphs demonstrating how to effectively communicate strengths or areas for improvement.

See also: 2000+ Performance Review Phrases: The Complete List (Performance Feedback Examples)

How to Give Effective Feedback (and Avoid Mistakes)

Communication Skills

Positive feedback example for communication skills.

“Emma consistently demonstrates strong communication skills, both in writing and speaking. Her emails are clear, concise, and always contain all necessary information, making it easy for colleagues to understand her messages and respond promptly. Additionally, her ability to intertwine detailed explanations with relevant examples allows her to convey complex ideas in an easily digestible manner.

During team meetings, Emma is an active listener, giving her undivided attention to the speaker and providing thoughtful input on the topic at hand. Notably, she has shown tact and empathy when mediating team discussions, diffusing tense situations effectively. As a result, she contributes to a positive and inclusive work environment.”

Negative Feedback Example for Communication Skills

“John has room for improvement in his communication skills. His written correspondence tends to be disorganized and lacking in detail, creating confusion for the recipients. It is recommended that John proofread his messages carefully and ensure that they include all necessary information before sending them.

In team meetings, John often interrupts his colleagues and speaks over them, making it difficult for others to express their thoughts or complete their points. To improve, John should practice active listening, allowing his team members to speak uninterrupted and demonstrate respect for their opinions.”

See also: Performance feedback phrases for communication skills : Performance Review Phrases for Communication

Leadership Skills

Positive feedback example for leadership skills.

“Emma has demonstrated exceptional leadership skills by fostering a positive work environment where team members feel valued and engaged. She leads by example and creates an atmosphere that encourages open communication, collaboration, and continuous learning. Her team consistently meets and often exceeds their goals, reflecting her ability to delegate tasks effectively and provide constructive feedback to drive improvement.

During challenging times, Emma maintains a calm and collected demeanor, serving as a source of support and reassurance for her team. She has been instrumental in implementing team-building exercises that have helped improve overall team performance and cohesion.”

Negative Feedback Example for Leadership Skills

“While George has demonstrated strong technical skills, his leadership abilities require improvement. He tends to micromanage tasks, which can undermine team members’ confidence and limit their opportunities for growth. In addition, rather than proactively addressing issues and conflicts, George often disregards them, leading to a tense work environment.

Team members have reported feeling unsupported and disengaged, impacting their overall motivation and productivity. To enhance his leadership skills, George should focus on developing better communication and delegation abilities, as well as providing timely and constructive feedback to foster a more supportive and collaborative team dynamic.”

See also: Performance feedback phrases for leadership skills : 169 Performance Review Feedback Phrases for Planning, Leadership, Management Style

Teamwork Skills

Teamwork skills are essential for employees to effectively work together, achieve common goals, and create a positive workplace environment.

Positive Feedback Example for Teamwork Skills

“John demonstrates a strong work ethic and a commitment to the team. He actively collaborates with colleagues and willingly offers his support in any way needed. John’s ability to give and receive constructive criticism has helped the team maintain a healthy working relationship. John respects and values the opinions of his team members. He also communicates his ideas and opinions clearly to other team members, which has greatly improved the group’s overall efficiency. John’s teamwork skills include: effective communication, open-mindedness, active listening, conflict resolution.”

Negative Feedback Example for Teamwork Skills

“Jane shows a lack of teamwork skills that have impacted her team’s performance. She tends to work in isolation and does not openly communicate her ideas or opinions with others. This has led to misunderstandings on several occasions and increased the risk of project delays.

Jane also tends to dismiss the feedback and input of other team members, which has negatively impacted overall morale. She struggles to accept constructive criticism and has shown resistance to change. This behavior hinders the team’s ability to optimize processes and achieve common goals.

Areas for improvement in Jane’s teamwork skills include:

• Area of improvement: Communication Suggested action: Participate in training sessions focused on communication skills.
• Area of improvement: Listening Suggested action: Attend workshops on active listening and open-mindedness to better understand the value of diverse perspectives.
• Area of improvement: Conflict resolution Suggested action: Seek guidance from a mentor or coach to improve conflict resolution skills.
• Area of improvement: Collaboration Suggested action: Connect with colleagues regularly and engage in team-building activities to strengthen bonds among the team members.”

See also: Performance feedback phrases for teamwork skills : 150+ Performance Appraisal Phrases (Teamwork, Technical Skills, Time Management)

Problem-Solving Skills

Problem-solving skills are essential for employees to effectively tackle challenges and find solutions in their daily tasks.

Positive Feedback Example for Problem Solving Skills

“Jane has consistently showcased her exceptional problem-solving skills throughout her time on the customer support team. When faced with complex customer issues, she is able to quickly identify the root cause of the problem and implement an effective solution. For example, when a recent escalation arose involving a client’s recurring billing discrepancy, Jane swiftly analyzed the situation and discovered an error in the system settings. She then collaborated with the IT department to address the glitch, resulting in a prompt resolution for the client and preventing further issues.”

Negative Feedback Example for Problem Solving Skills

“While Mike is a valuable team member in our IT department, his problem-solving skills require improvement. When confronted with multiple issues during the recent network updates, Mike appeared overwhelmed and struggled to make problems more manageable. For instance, he failed to prioritize tasks, which led to delays in addressing critical system vulnerabilities. Additionally, his communication with colleagues was less than satisfactory, making it difficult for others to assist and collaborate on finding solutions.

Improving his problem-solving skills would enable Mike to respond more effectively to challenges and contribute significantly to the success of future projects. We encourage him to seek additional training and to collaborate more closely with colleagues to help break down complex tasks into more manageable, actionable steps.”

See also: Performance feedback phrases for decision making and problem solving : 174 Performance Feedback Examples (Reliability, Integrity, Problem Solving)

Time Management Skills

Effective time management is essential for success in the workplace. Employees who excel in managing their time are able to prioritize tasks, meet deadlines, and complete work efficiently.

Positive Feedback Example for Time Management Skills

“During the past year, Jane has demonstrated exceptional time management skills by consistently completing projects ahead of schedule. She is able to create realistic time estimates for tasks and allocate her work hours effectively to ensure her goals are met. An example of her strong time management skills is her work on the ABC project, where she successfully managed multiple tasks and deadlines within tight time constraints. Jane’s excellent time management has allowed her to excel at prioritizing work and increase overall productivity in the team.”

Negative Feedback Example for Time Management Skills

“Over the last year, John has struggled with managing his time effectively, which has resulted in missed deadlines and low-quality work. Despite being provided with clear project timelines, John often underestimates the time required to complete tasks and is unable to prioritize his workload appropriately. One notable example is his involvement in a recent project, where he failed to meet several deadlines and did not effectively communicate his progress to the team. This lack of time management skills has negatively impacted the team’s overall performance and must be addressed in order to improve John’s productivity.”

See also: Performance feedback phrases for time management skills : 150+ Performance Appraisal Phrases (Teamwork, Technical Skills, Time Management)

Creativity Skills

Creativity skills are essential for problem-solving and generating new ideas in the workplace.

Positive Feedback Example for Creativity

“John consistently demonstrates his ability to think outside the box. He is excellent at brainstorming sessions, frequently contributing innovative ideas and solutions. For instance, during a recent project, John developed a creative marketing strategy that increased engagement on social media by 30%. Thanks to his unique perspectives, John has helped drive successful outcomes and boost department performance.”

Negative Feedback Example for Creativity

“Though Jane has strong technical skills, she struggles with adapting to new challenges and situations. She often gets stuck in traditional ways of thinking and is hesitant to propose innovative solutions. This has, at times, limited the team’s ability to overcome obstacles and move forward with projects.

For Jane to improve their creativity skills, she should actively participate in brainstorming sessions, share her thoughts and ideas, and engage in exercises designed to promote out-of-the-box thinking.”

See also: Performance feedback phrases for creativity and innovation : 242 Examples

Interpersonal Skills

Interpersonal skills are essential in the workplace to build healthy relationships and work collaboratively. These skills also help to manage conflicts effectively and cultivate a positive work environment.

Positive Feedback Example for Interpersonal Skills

“Jane has demonstrated excellent active listening skills during team meetings and while working on projects. She effectively listens to her colleagues’ ideas and provides thoughtful feedback, which has improved overall team communication. She consistently fosters an environment of collaboration and cooperation and readily offers her assistance to colleagues.”

Negative Feedback Example for Interpersonal Skills

“During the last quarter, Susan failed to take responsibility for the deadlines and often blamed her team members. She struggles with clearly conveying her ideas and thoughts to others, leaving her colleagues confused and unsure of their tasks or objectives. To improve her interpersonal skills, Susan needs to work on her communication abilities and practice being more concise and clear with her instructions.”

See also: Performance feedback phrases for communication skills : Performance Review Phrases for Communication and Interpersonal Skills

Customer Service Skills

Effective customer service skills are crucial to providing an exceptional experience for customers.

Positive Feedback Example for Customer Service Skills

“Anna consistently demonstrates outstanding customer service skills. She is known for her empathy and active listening, allowing her to effectively understand and address customer concerns. As a result, Anna has been able to maintain a high level of customer satisfaction. She was attentive to customer needs and swiftly addressed their concerns, resulting in repeat business. Her excellent communication abilities enabled her to provide clear instructions, helping to avoid any misunderstandings. Anna’s problem-solving skills allowed her to quickly find solutions to customer issues, ensuring their satisfaction.”

Negative Feedback Example for Customer Service Skills

“Tom struggles in providing satisfactory customer service, because he is often more focused on completing tasks than actively listening to customers, which leads to misunderstandings and dissatisfaction. His lack of empathy prevents Tom from building rapport with customers, which negatively impacts their experience. Tom’s problem-solving skills are limited; he usually needs assistance from a manager to handle complicated customer issues.”

See also: Performance feedback phrases for customer service skills : Examples for Customer Focus and Customer Satisfaction

Technical Skills

Positive feedback example for technical skills.

“Alice has consistently demonstrated exceptional technical skills in her role. She exhibits a deep understanding of the latest software and tools, being proficient in their usage. Alice’s ability to troubleshoot complex technical issues and offer effective solutions showcases her strong problem-solving skills. Her mastery of technology has been pivotal in the successful completion of multiple projects, such as collaborating with team members to create a new app.”

Negative Feedback Example for Technical Skills

“Bob has been struggling to keep up with the technical demands of his role. He frequently requires assistance when working with new software or tools, causing delays in project completion. Bob’s inability to learn new technical skills quickly has hindered his effectiveness and impacted the overall team productivity. It is recommended that Bob invests more time in training and development to become proficient in essential technical skills.”

See also: Performance feedback phrases for technical skills : 150+ Examples (Teamwork, Technical Skills, Time Management)

Attention to Detail

Attention to detail is a critical skill that reflects an employee’s ability to achieve accuracy and focus in their job. This skill significantly contributes to their overall performance and helps reduce mistakes in their work.

Positive Feedback Example for Attention to Detail

“Bob consistently demonstrates exceptional attention to detail in his assignments. He has been able to deliver outstanding results in his projects while maintaining high levels of accuracy. His commitment to ensuring all tasks are thoroughly completed before moving on to the next has contributed to a more efficient workflow. Some specific instances of his excellent attention to detail include: Identifying and correcting a crucial error in a report that could have led to inaccurate conclusions being drawn; Meticulously tracking and documenting project progress to ensure all stakeholders were kept informed and up-to-date; Proactively preventing potential misunderstandings by carefully reviewing and proofreading all communication materials before distribution.”

Negative Feedback Example for Attention to Details

“Alice has struggled with attention to detail in her performance. Her work has been marked by occasional errors and oversights, which have led to lost time and resources in correcting these issues. Despite her best efforts, Alice has not shown improvement in this area, and it has negatively impacted her overall performance. Some examples of her lack of attention to detail include:

• Failure to review and double-check calculations, resulting in inaccurate financial reports that needed to be reworked.
• Missing important deadlines due to overlooking key tasks on her project plans.
• Communicating unclear or incorrect information to team members, leading to confusion and lost time in seeking clarification.

In order to improve her attention to detail, Alice could benefit from implementing strategies such as creating detailed checklists, setting aside dedicated review time for her work, and seeking feedback from colleagues to identify potential areas for improvement.”

See also: Performance feedback phrases for attitude : 100+ Performance Evaluation Comments for Attitude, Training Ability, Critical Thinking

Adaptability

Adaptability skills are critical for thriving in fast-paced and ever-changing work environments. It is important for employees to be able to handle change effectively, stay composed under pressure, and swiftly adjust to new situations.

Positive Feedback Example for Adaptability

“Jane has consistently showcased her adaptability skills throughout the past year, particularly during the company-wide shift to remote work. Despite the unexpected challenges, she quickly embraced the new work environment and made necessary adjustments to maintain her productivity levels.

She demonstrated her ability to handle new software tools effectively and collaborated well with her team, ensuring everyone stayed connected and informed. Jane’s proactive approach to learning and embracing change sets a positive example for her peers and has been instrumental in keeping her department running smoothly.”

Negative Feedback Example for Adaptability

“John has struggled with adaptability throughout the year. He often appears resistant to changes implemented within the organization, avoiding new processes and tools. As a consequence, he has fallen behind on multiple projects, causing delays and additional work for his team. John’s inability to cope with change effectively and maintain a positive attitude has raised concerns among his managers and colleagues.

In order to improve his adaptability skills, John should seek opportunities to enhance his flexibility and openness towards new challenges. He should work on developing a proactive mindset, embracing changes within the workplace, and learning new skills. Successfully doing so will contribute to both his personal growth and his team’s success.”

See also: Performance feedback phrases for adaptability : Performance Review Phrases for Quality of Work, Adaptability, Communication

Reliability and Dependability

Positive feedback example for reliability.

“Heather consistently demonstrates a high level of reliability and dependability in her role. She can be trusted to complete tasks accurately and on time, even when faced with tight deadlines. She is often the first one in the office and the last one to leave, working diligently to ensure her projects are completed thoroughly and without errors. In fact, her dependability has made her a go-to person for her teammates, who know they can count on her assistance and collaboration.”

Negative Feedback Example for Reliability

“Although Michael is talented in many aspects of his job, he struggles with reliability and dependability. He is frequently late to work and has missed several deadlines, leaving his team members struggling to finish their tasks. Additionally, Michael has had difficulty in communicating effectively with his team, making it difficult for them to plan reliance on his contributions. This lack of reliability has had a negative impact on overall team performance, and Michael must focus on improving his time management and communication skills to become a reliable and dependable team member.”

See also: Performance feedback phrases for reliability : Performance Feedback Examples for Reliability and Dependability

Organizational Skills

Organizational skills are essential for employees to effectively manage their time, energy, and resources.

Positive Feedback Example for Organizational Skills

“Jane has consistently demonstrated excellent organizational skills throughout the past year. She meticulously plans her daily tasks using a digital task manager, which allows her to prioritize her workload efficiently. This has greatly impacted her ability to meet deadlines and deliver high-quality work.

Jane’s attention to detail has improved the workflow within her team. By implementing a shared calendar, Jane has facilitated better communication and coordination among team members, resulting in fewer scheduling conflicts and improved project efficiency. Her documentation practices have also contributed to a more organized and accessible repository of project files.”

Negative Feedback Example for Organizational Skills

“John has been struggling with organizational skills for several months. He often arrives at meetings unprepared, leading to lost time and decreased productivity. His disorganized workspace has caused difficulty for his coworkers when they need access to shared resources.

John’s inability to prioritize tasks has led to missed deadlines and a decline in the quality of his work. He would benefit from leveraging available tools, such as digital task managers and shared calendars, to develop a system that helps him stay on top of his responsibilities.

By improving his organizational skills, John can increase his overall efficiency, contribute more effectively to team projects, and achieve better results in future performance reviews.”

See also: Performance feedback phrases for planning skills : 169 Performance Review Feedback Phrases for Planning, Leadership, Management Style

How To Write a Manager Performance Review? (with Examples)

• 30 Employee Feedback Examples (Positive & Negative)
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• 100 Performance Review Phrases for Job Knowledge, Judgment, Listening Skills
• Quantity Of Work Examples For Performance Reviews (Full Guide)
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Job Performance Essays

Assessment-based professional development plan for lucero insurance agency, servant leadership and job satisfaction, lack of collaboration from teammates, employee engagement, servant leadership and employee productivity of cement manufactory workers in private factories, leadership style, organizational culture, and solutions to internal and external threats, essay on performance management, performance and reward, relationship between training transfer and job performance from employee’s perspective, popular essay topics.

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Work Motivation & Employee Performance

Work motivation, introduction.

Motivation is a psychological feature that uplifts a person’s extent of commitment. It takes account of the aspects like reason, conduit, and sustainable performance in a fastidious committed direction. Motivating is course of action of the management to influencing peoples performance pedestal on this knowledge and experience. In this paper it will consider whether incentives and reward schemes is the best way to increase work motivation for an organization and in order to discuss the topic first it should consider why motivation is necessary to success of the company.

Pieris argued that it is the main factor to performance development and undoubtedly, it can be said that now-a-days, money motivated the world and no amount of human-relations can compensate for a lack of monetary-rewards as well as while the reward is right, excellent human-relations provide the additional enthusiasm to the team. Hersey, P. and Blanchard, K. also argued that the incentive plans ought to be designed not only to reward good-performance but also to reduce negative-side affects for instance conflicts & grievances.

Pieris also mentioned that managers & management researchers have long assumed that organizational objectives are unachievable without the enduring-commitment of members of the organization. Motivation is a human psychological characteristic that contributes to a person degree of commitment and it includes the aspects that cause, channel, and sustain human behavior in a particular committed direction. The path goal approach is based on the expectancy model of motivation, which suggests that an individual motivation depends on his or her expectation of reward and the valence, or attractiveness of the reward.

Bloisi, W., Cook CW & Hunsaker P., illustrates that financial-incentive programs amplify work performance above 20% and the more successful programs produce enlarges in the 40% range. Clark mentioned that incentive is one of the effective ways to motivate the employees and to enhance motivation for labor is to provide financial incentives for example cash and other tangible incentives can be extremely influential, furthermore, this are comparatively inexpensive ways to increase the value people place on work objectives. But the question arise whether offering employees pay or gifts tied to outstanding performance really motivates employees beyond their past performance.

Though it can be argued that incentives schemes is one of the best way to motivate employees but ultimately it is a very controversial issue because most of the time financial-incentives and motivation are diametrically contrasting to each-other. It has both posditive and negative impact on the organization for example In order for financial-incentive-schemes to be effective they should be based on targets.

The following figure shows that in the year of 1960 the Philips-organization, exhausted of the management concerned in payment-by-results, developed a system of person fixed-bonuses in its PPP 1 . Mainly, employees contracted with the corporation to work at a certain-rate on average for an equivalent fixed-bonus as well as employees who failure to paid attention on the agreement were notified that to maintain their people bonuses they have to develop. Workers should work their way up to upper stage of bonus by constricting to work at correspondingly upper output-levels as employees became more skilled.

Employee Recognition Programs

Newstrom, J. W., Davis, K. (2002) pointed out that the employee recognition programs can enhance communications as well as employee-relations and rewarding employees who make important contributions to the organization’s success. Recognition programs often use suggestion systems and recognition awards. The rewards given to individuals or teams may be monetary or non- monetary. This program rewards employees for their ideas and contribution; moreover, the HR department can help here by developing and maintaining formal employee recognition programs such as suggestion systems and recognition awards.

Suggestion Systems

The suggestion system has designed in order to solicit, assess and implement suggestions from employees and then reward the employees for worthwhile ideas, although the reward is often monetary, it does not have to be. It might instead the public recognition, extra vacation time, a special parking spot, or some other benefit. Suggestion systems have been successfully implemented in such diverse organisation’s as hospital, universities, the UK or US Postal Service and other branches of the government and public sector companies for example DWPN, BP Amoco, Eastman Kodak, and Black & Decker.

Newstrom, J. W., Davis, K. argued that manager should adhere to three guidelines when designing a suggestion system. They should

• Use a suggestion evaluation committee to evaluate each suggestion fairly and provide an explanation to employees why their suggestions had not been used,
• It should immediately implement accepted suggestions and give credit to the suggestion’s originator. The company newsletter can be used publicly recognize employees whose suggestions have resulted in improvement,
• Make the value of reward proportional to the suggestions benefit to the company.

Recognition Awards

Recognition awards give public credit to the people to teams who make outstanding contributions to the organization. These people or teams may become role models for others by communicating what behaviors and accomplishments the company values. IBM employees who make major contributions are recognized in a host of different ways, ranging from a simple thank you letter from a division manager to a cash award of $150,000. A recognition award should be a celebration of the team or individual’s success that encourages all organization members to work toward the organization’s goals. Recognition awards that focus attention on team or individuals accomplishment include:

• A company paid picnic to which all team members that their families are invited.
• T-shirts, coffee mugs, or base-ball caps with a team insignia encouraging team commitment.
• A company paid night on the town such as dinner or tickets to a concert for the employee and his or her spouse.
• A plaque engraved with the names of individuals or teams that have made outstanding contributions.
• A donation in the name of an employee to the charity of his or her choice.

Guidelines for Public-Recognition Rewards

Blyton, P. & Turnbull, P., (2004) argued that the public recognition rewards can have a high upside impact on employee and team levels of motivation if they are administered well. Most, employees find it very rewarding to be recognized and honoured in front of their peers. However, a public reward that is poorly administered due to favoritism or being perceived as popularity context can demotivate employees and embarrass the recipient of the reward. Here are some key points to keep in mind when administering public recognition rewards to employees.

Performance Management

Performance management is the way out to align organisational goals with individual’s objectives ensuring individuals interpretation to achieving the objectives by allowing reward for individual performance touching the objectives (Anthony, Prrewe, and Kacmar, 257). Performance management is not a new concept: bring individual into line of activities and objectives with organizational goals, provide the individual with the tools and work environment necessary to achieve those objectives, and evaluate and reward individuals based on their results. (Huczynski and Buckanan, 119)

There are various dimension of employee performance to satisfying the individuals with their jobs to generate high employee performance.

Performance management is identical with employee performance management 2 . At the same time it also identified as workforce performance management 3 . Employee performance management is a compartment of wider discipline of CPM 4 or BPM 5 . Both are designed to endow with a comprehensive instrument of key indicators to measure how the business is going on.

Supervision of high employee’s performance involved numerous actions, not just simply reviewing what an employee has done. This scheme must accomplish quite a lot of purposes. Developing and conducting performance appraisals is closely interrelated with a number of human resource management those should be considered. The performance appraisals should be pedestal on a systematic job analysis. The domino effect of a job analysis could be applied to turn out a job description that illustrates the exertion to be performed as well as job specifications, which outlines the requirements essential to carry out the job.

Employee performance provides the employees with a prospect to talk about developmental goals and mutually generate a plan to accomplish those goals. (Luis et al 320) Employee performance development plans should be in black and white permitting the employees to competently grow up even as they also contributing to the organisation following the departmental goals as well as divisional goals which ultimately drives to the organisational goals. This has been demonstrated with the employee performance pyramid.

The Appraisal System

The employees should be weighed up on a number of specific dimensions of job performance rather than on a single measure. In UK Employee’s Rights Act 1993 has been making certain the performance appraisal where no specific job dimensions of performance was reviewed. Raters were asked over to construct evaluations of employees by contrasting them to one another based on a single (Robbins, and Judge, 142). The court has been identified noteworthy racial differences on the decisive factors without objective queries. 6

Assessing Performance

The actual performance assessment would be determined based on the employee’s strengths and weaknesses. An intention of the performance appraisal is to improve employee performance where the performance weaknesses also be taken into account. At the same time it is significant to strengthen behavior that is estimated to be strong.

If multiple raters are used, assessing performances also includes compiling all ratings into summary form. If the raters agree as to the employee’s performance, high inter-rater reliability exists and summarizing the ratings is not problematic However, it there is a substantial amount of disagreement as to the employee’s performance, inter-rater reliably low. The supervisor must use this information as more of a heuristic device or guide for the final evaluation.

Appraising and Improving Performance

A procedure to evaluate job performance is the concept of performance appraisal. Under a global competitive circumstances performance appraisal is for evaluating performance and accountability of the employees. Selection, recruitment, placement, orientation, training etc such actions would be succeed when gathered information are properly used in performance appraisal by HR (Human Resource) department.

Significance: Following factors are considered as significance of performance appraisal-

• Career planning.
• Training and development.
• Enlarge payment.
• Make accountability of the employee performance.
• Orientation and placement.
• HR information development.

Purpose or objectives: Purpose or objectives of performance appraisal are as follow-

• Improve performance,
• Adjusting compensation,
• Took decision in placement,
• Process deficiency staffing,
• Accusation of the information,
• Eliminate job design error,
• Establish equal employment opportunity,
• Magnify challenges,
• Feedback to HR (Human Resource).

Process: Following figure represents performance appraisal process

A short description of this process is as bellow

• Employee performance: In order to give feedback to the employer and the HR department employee performance should evaluated associated to criteria of the standard.
• Performance appraisal: It’s a tool that bridges an affiliation between manager and their subordinate and also beneficial in equal employment opportunity ruling.
• Employee feedback: Employee feedback involves in improving human behavior, develop record of the HR information system and use this information compensation commencing job design ragingly.
• Employment records: Evaluate actual performance is the self monitoring pitch of HR department though typically their task is performance appraisal system design and govern.

Methods of performance appraisal are

• Rating scale: In order to individual performance evaluate rating scale use a tabular form as follow-
• Check list: Following table of the check list evaluate performance and traits of the employee-
• Forced choice method: A combination of pair positive or negative is under this method. More clarification, here present following table-
• Critical incident method: A important tool that identify standard of supervisors in following way-
• Accomplished method: Here activities of professionals are form in a standard in involving- leadership space, publication, rules etc.
• Behaviorally anchored method: Using rating scale method this formula identify job related behavior the indicate performance standard.
• Field review method: A tool for presenting skill of supervisors.
• Method of performance test observation: Pay-for-knowledge or skill through compensation, reward is decided by the company using this test.
• Methods for comparative evaluation approaches: Make comparison among workers this technique is widely used in organization.

Rewards are much more effective for motivation though there is some controversy with of incentives to bring employee’s effectiveness development. Employee’s performance management as well as sequential presentation of employee recruitment sets a well designed outcome their performance appraisal.

The centre of this paper has take account of- the talent pool expansion, recruiting and careers, employee selection, training and development, appraising and improving performance. It also argued that to assemble these factors here also perform selection and recruitment properties, source, process, strategy, interview, test program guideline, modes of career transition, training and development course of action, standard scale of performance appraisal using different scheme, compensation structure, current issues, tools of compensation etc. has sketched. Thus the paper also boosts knowledge of effective development and makes awareness of corporate bodies.

Bibliography

• Anthony, W. P. Prrewe, P. L., and Kacmar, K. M. (2002), Strategic Human Resource Management, 4 th ed., The Dryden Press, London. Web.
• Blyton, P. & Turnbull, P., The Dynamics of Employee Relations, 3rd edition, Macmillan Plagrave. (2004).
• Colquitt, Jason A., Jeffery A Lepine, Michael J Weeson, Organizational Behavior Improving Performance and Commitment in the Workplace, Mcgraw Hill. 2008.
• Clark Richard E., Fostering the Work Motivation of Individuals and Teams. Web
• Huczynski,Andrzej, David A. Buchanan, Organizational Behaviour, 6 th edition, Longman Higher Education, 2007.
• Managers-Net, Incentives – Financial reward schemes . Web.
• Newstrom, J. W., Davis, K., Organisational Behavior, 11th Edition, Tata-McGraw Hill Publishing Company Limited, London. Web.
• Specialty Engraving, How to Increase Employee Motivation throughout Your Organization. Web.
• Luis R. Gomez-Mejia, David B. Balkin, Robert L. Cardy, (2006), Managing Human Resources, 4 th edition, Prentice Hall: Londom. pp-362-390.
• Newstrom, J. W., Davis, K. (2002), Organisational Behavior, 11th Edition, Tata-McGraw Hill Publishing Company Limited, New Delhi. pp. 163-175.
• Robbins, S. P., Judge, T. A. (2007), Organisational Behavior, 12th Edition, Prentice-Hall of India Private Limited, New Delhi. pp. 178-181, 289-296.
• Rory, B., (2003), Project Management: Planning and Control Techniques, 4th edition, ISBN: 9812-53-121-1, pp.251-279.
• Premium Payment Plan.
• Corporate performance management.
• Business performance management.
• (Robbins, and Judge, 142 ).

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BusinessEssay. (2024, April 16). Work Motivation & Employee Performance. https://business-essay.com/work-motivation-and-amp-employee-performance/

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BusinessEssay . 2024. "Work Motivation & Employee Performance." April 16, 2024. https://business-essay.com/work-motivation-and-amp-employee-performance/.

1. BusinessEssay . "Work Motivation & Employee Performance." April 16, 2024. https://business-essay.com/work-motivation-and-amp-employee-performance/.

BusinessEssay . "Work Motivation & Employee Performance." April 16, 2024. https://business-essay.com/work-motivation-and-amp-employee-performance/.

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Job Performance And Evaluations

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• Topic: Employee , Performance , Risk Assessment

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