Question

Organizational Behavioral, McShane, 7^th Edition. McGraw Hill, 2014.

This week you will be identifying a workplace performance issue you have encountered or witnessed. You will then identify the root causes of the issues using motivational theories from your textbook, craft a performance plan, and provide a brief defense of why this plan can improve the performance.

Answer 1

Answer :

Some of the most critical and sometimes difficult aspects of your work is to make sure your employees do their jobs well. Some of them cause occasional issues. There are a number of motivation strategies in the workplace that may be appealing depending on your personal choice, your team and your industry. Consistency is crucial to obtaining results and creating momentum, so pick one or two hypotheses and then stick with them long enough to observe the results. You have to handle problems and screw ups. Most challenging problem that I faced is that the employee doesn't seem to understand directions or job needs.Vroom 's implementation of the theories of motivation in organizations includes both meeting intrinsic and extrinsic needs. For most small business owners, using Vroom 's approach is fairly easy. You can look at the overarching goals of your organization and break them down into tiny, manageable pieces for each employee, ensuring that you personalize each person's expectations. You might meet each employee, for example , to determine their strengths and set achievable customized goals. You visit them again later in order to assess their progress and provide incentives or recognition. It is important to find the root causes of the issues.It may be as below:

• Lack of understanding what's needed (lack of training, unclear job description)
• Job failure (lack of preparation or vague guidance and input, awareness, work fit)
• Lack of focus on job aspects.
• Problems at work (working environment, job design)
• Personal or external problem.
• Not setting clear goals and criteria, and communicating them.
• The personal advantages that the people will receive if they meet the goals and requirements have not been clarified.

Exactly what you want them to do, and how they need to do it, is crucial. Describe explicitly what good performance looks like. Explain the logic behind performance standards. Be sure people understand why they are expected to do what they will do. Find ways to learn and get up to speed in a comfortable atmosphere (consider career coaching in security or customer service situations).Teaching the people how to do the job correctly is important: 1) Tell them how to do it. 2) Show them how to go about it. 3) Watch them, as they try to do it. 4) Improve that which they do well. 5) Redirect what they are doing wrong or badly. Be transparent about fulfilling the performance criteria of the job description and anticipated contribution of the role to the work of the company. Provide anyone who works for you with accurate input about how well they do regularly. It is also important to review recruiting processes and ensure that correct selection decisions are made.Identify and adjust policies, processes , and activities that potentially stand in the way of good results. If they point out something that needs to improve, listen to the employees so they can do their job better.