Essays on Leadership Motivation and Performance Case Study

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The paper 'Leadership Motivation and Performance' is a perfect example of a Management Case Study. Academic theories on employee motivation, empowerment, and performance have been used widely for both practical and theoretical aspects of management. Business leaders and their companies to a large extend use these theories to develop and equip their workforce for maximum production. Theories of management particularly where employee motivation, empowerment, and performance is concerned to have played a critical role in helping modern times companies to break through to higher levels of performance, production, and customer satisfaction.

Performance management entails many phases and vendors narrow down on surfacing historical information permitting organizations to observe what occurred in the past and then manage as well as report on performance. To generally refute the importance of academic theories on motivation in the workplace is misleading. These theories have been applied widely in the management of the organization and the increasing performance of employees (Schweitzer, Ordonez & Douma, 429). This essay demonstrates the importance of academic theories on employee empowerment, motivation, and performance will illustrating using modern organizations where they have been applied.

There could be limitations but these theories cannot be overlooked by nay managers who want to maximize the performance of his employees.   Discussion Motivation theories are arranged in two groups as content and process theories. Content theories involve naming and analyzing the factors which motivate employees to perform better and efficiently whereas process theories emphasize how different types of personal traits inhibit and impact the behavior of a human being. Content theories are closely linked with extrinsic rewards while process theories are connected with intrinsic rewards like respect and recognition that helps in boosting the confidence of the employees at the place of work as well as encourage job satisfaction.

Therefore academic theories on employee motivation, empowerment, and performance are not merely theoretical but practical in many aspects particularly in the modern world where companies invent strategies of improving performance. Competition is stiff and without job retention and employee satisfaction strategies, a company cannot keep pace with its contemporaries in the same industry. An example of the content theory is Maslow’ s Hierarchy of Needs while the process theory is represented by the equity theory.   Employee performance depends fundamentally on many factors such as employee motivation, performance appraisal, job security, employee satisfaction, training and development, compensation, and organizational structure.

However, employee motivation is highly regarded as a means that highly influences employee performance (Gkorezis & Panagiotis 33). An employee who is motivated is responsive to definite goals and objectives to be achieved and therefore he directs his efforts in that direction. Motivation formulates a company more successful since provoked employees are consistently exploring improved practices to accomplish their tasks.

Encouraging employees to do their best in strenuous environments can be achieved through motivation. Consequently, theories of management and motivation have played a big role in developing the current state of modern-day organizations. Managers have to understand what makes their employees perform. In order to improve agility organizations have to identify threats and opportunities more easily as compared to their competitors, interpret the implications, come up with a strategy quickly and implement the strategy consistently in the entire organization. The companies have to identify and respond to social, economic, and environmental risks and opportunities.

An emphasis on the triple bottom line of profit, people and planet results in increased brand value via innovation drives internal efficiencies and accountability, and encourage the loyalty of employees, consumers as well as other stakeholders.

Work cited

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Goddard, R., Hoy, W., & Hoy, A., “Collective efficacy beliefs: Theoretical developments, empirical evidence, and future directions. Educational Researcher”, 33, 3, 2004): 3-13.

Gkorezis, Petridou and Panagiotis, Eugenia “Employees' Psychological Empowerment via Intrinsic and Extrinsic Rewards". Academy of Health Care Management Journal 4, 1, (2008): 17–38.

Malle, Bertram F., How the Mind Explains Behavior: Folk Explanations, Meaning, and Social Interaction, MIT Press, (2004).

Müller, Christoph, Employee Motivation and Incentives at Apple, GRIN Verlag, 2011.

Schweitzer, M., Ordonez, L., & Douma, B. “Goal Setting as a Motivator of Unethical Behavior” Academy of Management Journal, 47, 3, (2004): 422–432.

Phillips, J., “The Role of Excess Cognitive Capacity in the Relationship between Job Characteristics and Cognitive Task Engagement”, Journal of Business and Psychology, 23, (2008): 11–24.

Watson, Stephen "Building a Better Employment Deal", Workspan 46, 12, (2003): 48–51.

Watkinson, E. J., Dwyer, S., & Nielsen, A. B., “Children theorize about reasons for recess engagement: Does expectancy-value theory apply?” Adapted Physical Activity Quarterly, 22, (2005): 179.

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