Organizational success and performance management through motivation and rewards

¶ … Organizational Success, Performance Management and Motivation and the Relationship between Performance Management and Reward

A landmark in the successes of an organization is to fulfill the incessant changing needs of organization and workers; grave responsibility falls on top management to develop strong associations between them. Organizations expect workers to follow the rules and regulations, work according to the principles set for them; the workers expect good working conditions, fair pay, fair treatment, secure career, power and involvement in decisions. These expectations of both parties differ from organization to organization. For organizations to address these expectations, an understanding of workers' motivation is necessary (Zaidi & Abbas, 2011).

It is important for the organizations to meet and initiate new motivational needs of workers in today's organizations. The reality is that organizations today have completely changed; consequently it is more important for the top management to carry out new methodologies of developing sturdy and strong relationship between the organization and workers for meeting the organizational goals and fulfilling the incessantly changing needs of both parties. A total and comprehensive understanding of employees' motivation is necessary for organizations to tackle and achieve these expectations. It is clear that strong associations among organizations and workers are a mechanism for success in fulfilling the needs of a changing work environment for both the parties. In order to make a strong bond with employees the role of top management is vital in this respect (Zaidi & Abbas, 2011).

The Link between Organizational Success, Performance Management and Motivation

A strong worker relationship leads to an augmented level of satisfaction among the workers and in turn an increase in productivity. The workplace becomes a much happier place and workers tend to focus more on work rather than fruitless things. Motivation plays a significant role in healthy worker relationships. A motivated worker works better and at a much faster pace as compared to others. Motivating the worker would in turn benefit the organization only. Human beings need to be goaded from time to stay away from a dip in their performance and for them to continue to be loyal towards management. Motivation acts as a method for organization's success and helps the individuals to continue to be productive and deliver better results every time (Role of Motivation in Employee Relationship, 2012).

Motivation is derived from the word motivate which means to move, push or influence others to act in a way to satisfy a need. A lot of people have thought motivation to be goal directed behavior. Put another way, a motivated person has an awareness of specific goals that must be attained in specific ways; therefore they direct its endeavor to attain such goals. It means that motivated people are best fit for the goals that they want to achieve as they are fully aware of its assumptions. Consequently if the roles of managers are assumed to productively guide workers towards the organizational schedule of achieving its objectives, then it is very significant for them to educate and comprehend those psychological processes and undertakings that root cause the inspiration, direction of purpose, determination and perseverance of voluntary actions (Zaidi & Abbas, 2011).

Performance management can be regarded as a result of applying and completing the principles and functions of human resources management and only secondly, it is the consequence of accomplishing and applying the functions and principles of career, strategic and reward management. "As a function of the performance management, evaluation must constitute a cause for the effect, namely the efficient decision. Efficient decision will be, in its turn, a cause for the effect that is the reward" (Lucica, n.d.).

Relationship between Performance Management and Reward

Reward practice is vital as to be reinforced and as an inducement motivator towards attaining the organizational overall performance. Those workers with the amazing performance will expect that their exceptional offerings will be recognized and also to be valued by the top management. Currently, reward practices have been put into practice by many organizations, including both organizations in public and private sector. In a world of cutting back, doing more with less, reward and recognition are critically important to boost morale and create goodwill between workers and managers. The employees' awareness towards the transparency of a reward practice depends on two characteristics which refer to the communication and difficulty. "The need for a transparent system involves the preferences towards having a clear communication of how the reward are distributed and offered and also the concerns on the understanding of the methodologies, measures and targets used while introducing any rewards. The employees need to understand the connection between the company's business objectives, how they contribute, and how they are rewarded. Perceived uncertainty decreases the effectiveness of incentive compensation" (Zaidi & Abbas, 2011).

The attainment of organizational goals necessitates a sensible equilibrium between managerial promise to the strategic interests of a company and to the human interests of its daily operation at every level. Research and empirical evidence has demonstrated that there is a symbiotic association between these aspects of organizational orientation which suggests that successful strategy must intrinsically consider the implications of the occurrence of the personnel who will put into practice said strategy. "In relation, organizational management must therefore be devoted in a large part to the administration of performance in personnel, through such varied measures as the reconsideration of the factors which are typically used to evaluate organizational performance, the setting of benchmarks for employee performance, the consideration of metrics for assessment of employee and team performances and the overall shift from financial models of management to employee-centered strategies" (Pulakos, 2004).

At the commencement of the performance management cycle, it is vital to review with workers their performance expectations, including both the behaviors workers are expected to demonstrate and the outcomes they are expected to attain during the upcoming rating cycle. Behaviors are significant because they reveal how a worker goes about getting the job done. It shows how a person supports the team, communicates, and mentors others and so forth. There are many times when employees may achieve exceptional results but are tremendously difficult to work with, uncooperative or exhibit maladaptive behaviors at work. Because such behaviors can be exceptionally disruptive, behavior is vital to consider in most work circumstances. On the other hand, a worker can be very helpful, thoughtful and interpersonally effective, yet never accomplish any important outcomes (Pulakos, 2004).