As a rule, every organization pursues high performance rates and seeks to deploy the strategies that lead to an increase in the output. However, identifying the barriers to effective performance may become rather difficult due to the abundance of factors influencing employees’ performance rates. The reasoning behind the specified assumption is easy to understand since low motivation entails an immediate drop in performance, hence an increase in motivation rates is expected to address the problem of low outputs. However, the specified statement is problematic since it may lead to the wrong conclusion that motivation is the only factor defining the performance of employees. As a result, an HR manager may overlook a wide range of details that shape staff members’ motivation, causing a disruption in their performance rates.
A closer look at the modern organizational environment demonstrates that motivation, while remaining a crucial factor in staff members’ performance, is only one constituent of success. In addition to motivation, it is also crucial to promote active education and knowledge sharing in the workplace, helping staff members to acquire new skills, as Maslow’s Theory, particularly, its focus on self-actualization, suggests (Ștefan, Popa, & Albu, 2020). Thus, the quality of employees’ performance will rise due to a drop in workplace errors and an improved quality control process. Furthermore, the factor of communication and the related opportunity to provide feedback to managers and receive it from them also plays a tremendous role in the extent of staff members’ performance. Specifically, by improving the extend of communication quality in the workplace, one is expected to increase staff’s performance rates as well, which Herzberg’s Two-Factor Theory implies by pointing to the importance of both motivators and hygiene factors (Alshmemri, Shahwan-Akl, & Maude, 2017). Finally, the levels of employees’ performance are likely to be defined by the quality and precision of the equipment that has been provided to them to support them in the completion of key workplace tasks.
References
Alshmemri, M., Shahwan-Akl, L., & Maude, P. (2017). Herzberg’s two-factor theory. Life Science Journal, 14(5), 12-16.
Ștefan, S. C., Popa, Ș. C., & Albu, C. F. (2020). Implications of Maslow’s hierarchy of needs theory on healthcare employees’ performance. Transylvanian Review of Administrative Sciences, 16(59), 124-143.