Thesis Title: Effect of Managerial motivation to employee performance

Thesis Statement: “The morale and performance of a workforce from management

level to its employees are greatly improved by motivational actions based on its
implications on different sectors of an organization.”

The Primary, Secondary, Tertiary, and Quaternary sectors of organization have

recognized a need to align human resource factors with the pursuit of corporate
priorities for optimizing the employee contributions and expertise in order to place the
company in a stronger competitive position. This is also achieved by performance
improvement (PM), which is a structured method involving staff, supervisors and
departments in order to maximize overall operational quality and effectiveness to
constructively satisfy the targets and fulfill the primary purpose of the enterprise.
Assuring the priorities are successfully met, and in an optimal capacity, underpins the
performance improvement process (Bailey & Daniels, 2014).

Performance management is a set of unique tasks, resources, regulations, and

instruments corresponding to the processes that a company undertakes to manage and
monitor the success of individual workers (or of divisional departments and managers)
from which to assess performance over a particular time span and decide how
effectively or how poorly individuals or groups have contributed to the strategic target
achievement. Armstrong (as cited in Salem, 2015) PM methods also include developing
staff skills and upgrading abilities and gathering valuable qualitative as well as
quantitative statistics to indicate whether the company has enhanced its overall
efficiency or not.

Furthermore, the measurement of human behavior, and action in the

performance management system can include feedback systems, balanced scorecards,
observation, interviews, and many other tools that assist in capturing whether the entire
organization (or individuals) is meeting with certain expectations for performance that is
necessary to give the sectors of the organization a competitive edge or other market-
related advantages Armstrong (as cited in Salem 2015).

According to Rusembassy, A. et al. (2012). “Motivation is the potential power that

inside a person that can be developed by some outside force/essentially revolves
around the monetary or non-monetary rewards that can influence the results of the
performance of both positive and negative, and it really depends on the situation and
condition of the person.” Likewise, the following studies below discuss the implications
of motivational forces on better organizational performances.

In addition, the above statement correlates with the hypothetical results of the
scientific management study as stated by Dubinsky, A. et al. (2010), wherein the
research results found that performance of a positive relationship and job satisfaction
are both dependent upon each other, contrary to the organizational norm that such
hypothesis are not bullet proof - in other words, the performance is not growing, when
the level of motivation is increasing. The highest level of motivation does not result in
the highest performance, especially when the task to do is difficult (Iancu & Robescu,
2016).

In order to emphasize the definition of motivation, several studies have shown

the importance of motivation within the organization – as such, According to Amjad Ali,
et al. (as stated by Azar & Shafighi, 2013), that upon the emphasis of upper
management towards employee motivation, it results to peak performance and better
end results. Moreover, “Motivation is the one key element that impacts the human
capitals of any organization, therefore the best performance or for the attaining of
organizational objectives the organization should be motivating their workers.” (Amjad
Ali, et al.) said. Although, several studies have shown wherein the results do not
correlate with the above thesis statement, conversely stating that people’s motivations
are dependent upon different things.

The graph in the next page represents an index of manager to employee

motivation ranking according to the Public Institute, taken from an online ranking graph
which shows how the effectivity of motivation based on the response from the
employees and their managers. It establishes the perspectives of the employees and
managers towards work motivation.

Fi
gure 1. Effective Motivation: Manager-Employee Motivation Index

The graph presents the effectiveness of motivation for managers and employees
in the organization. The left side of the graph shows the various aspects of motivation
that affect the people working in an organization. Whereas, the right-side indicates the
ranking level of effectiveness of motivation on both types of respondents (employee and
manager) wherein the highest ranking is 10 and 1 is the lowest.

As shown in the graph, appreciation of work well done is the one that got the
highest rank of 10 in the point of view of the employee. On the side of the manager,
good wages rank the highest of 10. It means that employees value the emotional
aspects of their organization as well as their financial compensation. Managers value
the financial and physical aspects of their work.

In conclusion, it is therefore a statement of fact that for most sectors of an

organization, motivation from the management increases productivity. It has its own
importance on its implications of management and employee job ethics, which reasons
that motivation plays a major factor on improvement of work, both from the perspective
of management and the employee.

BIBLIOGRAPHY / REFERENCES

Amjad, A. et al. (2016). "The Impact of Motivation on the Employee Performance and
Job Satisfaction in IT Park (Software House) Sector of Peshawar,
Pakistan," International Journal of Academic Research in Business and Social
Sciences, Human Resource Management Academic Research Society, International
Journal of Academic Research in Business and Social Sciences, vol. 6(9), pages 297-
310, September.

Azar & Shafighi, (2013). “The Effect of Work Motivation on Employees’ Job
Performance (Case Study: Employees of Isfahan Islamic Revolution Housing
Foundation).” Retrieved from September 2013, Vol. 3, No. 9
https://citeseerx.ist.psu.edu/viewdoc/download?
doi=10.1.1.676.7049&rep=rep1&type=pdf

Bailey & Daniels, (2014). “Performance Management: Changing Behavior That Drives
Organizational Effectiveness, Fifth Edition” First published: 21 November 2014
https://doi.org/10.1002/pfi.21445

Iancu & Robescu, (2016). “The Effects of Motivation on Employees Performance in

Organizations”https://www.researchgate.net/publication/309517026_The_Effects_of_M
otivation_on_Employees_Performance_in_Organizations

Rusembassy, A. et al. (2012). “The Benefits of Tangible Non-Monetary Incentives”

https://theirf.org/am-site/media/benefits-of-tangible-non-monetary-incentives.pdf
Salem (2015). “EMPLOYEE MOTIVATION IMPORTANCE IN THE PERFORMANCE
MANAGEMENT PROCESS”
https://www.researchgate.net/publication/316890244_EMPLOYEE_MOTIVATION_IMP
ORTANCE_IN_THE_PERFORMANCE_MANAGEMENT_PROCESS

http://www.1000ventures.com/business_guide/mgmt_motivation_what.html?
fbclid=IwAR1OI4Bd0qj_8dBugleaQQWuXOoy323ly_BcjAoEHxj0w7WLIrAwan2a_Z4

NAME OF LEADER/REPRESENTATIVE PARTICIPATION SCORE

1. Raven Rei Garcia 10
NAMES OF MEMBERS
2. Christel Cortez 10
3. Arsi Tolentino 10
4. Mirrha Joy Garcia 10
5. John Loid Torres 10