The Effects of Motivation on Employee Performance: A Strategic Human Resource Management Approach.

Author(s)

Abdul Amid Aziz Jalloh , Alhaji Umaru Jalloh ,

Download Full PDF Pages: 81-96 | Views: 372 | Downloads: 102 | DOI: 10.5281/zenodo.3466506

Volume 5 - December 2016 (12)

Abstract

Motivation has been established to be a critical sensation in the operations of today’s small scale, large scale enterprises and multinational companies and its elements constitutes strength towards the achievement of organisations’ strategic objectives in competitive environments. This study seeks to unravel the effects of motivation on employee performance, with a strategic human resource management approach. The fortitude for this research led to the retrieval of information from secondary sources published on the subject matter, and reviewed literature revealed the significance of intrinsic and extrinsic motivation. The careful examination of the content and process theories of motivation established actualities, and further facts described the impact of performance management on firms’ growth and the role of strategic human resource management in enhancing high quality performance through a motivated workforce. The available reviewed sources established that appropriate motivation mechanisms has positive effects on employees performance and helps to retain high quality employees firms desire for competitive advantage. The relevance of this study could aid practising managers, heads of private and public institutions and also human resource management practitioners.

Keywords

Motivation, Employee Performance, Strategic Human Resource Management, Competitive Advantage

References

  1. Adams, J S (1965) Injustice in social exchange, in (ed) L Berkowitz, Advances in Experimental Psychology, Academic Press, New York
  2. Armstrong, M and Long, P (1994) The Reality of Strategic HRM, Institute of Personnel and Development, London
  3. Armstrong, M, and Baron, A (2002) Strategic HRM: The route to improved business performance, CIPD, London
  4. Armstrong M. (2006), Strategic Human Resource Management, A guide to action (3rd Edition), Kogan Page Ltd, London.
  5. Armstrong M. (2008), Strategic Human Resource Management, A Guide to Action, (4th Edition), Kogan Page Limited, London.
  6. Armstrong M. (2009), Armstrong‘s Handbook of Human Resource Management Practice, (11th Edition), kogan Page Ltd, London.
  7. Armstrong M. (2009), Armstrong‘s Handbook of Performance Management. An evidence-based guide to delivering high performance, (4th Edition), Kogan Page Ltd, London.
  8. Armstrong M. (2010), Armstrong‘s Essential Human Resource Management Practice, A Guide to People Management, Kogan Page Ltd, London.
  9. Bailey, T, Berg, P and Sandy, C (2001) The effect of high performance work practices on employee earnings in the steel, apparel and medical electronics and imaging industries, Industrial and Labor Relations Review, 54 (2A), pp. 525–43.
  10. Baird, L and Meshoulam, I (1988) Managing two fits of strategic human resource management, Academy of Management Review, 13(1), pp 116–28
  11. Beardwell Ian, Holden Len & Claydon Tim, (2004), Human Resource Management, A Contemporary Approach, (4th Edition), Pearson Education Limited. Great Britain.
  12. Becker, B E and Huselid, M A (1998) High performance work systems and firm performance: a synthesis of research and managerial implications, Research in Personnel and Human Resource Management, 16, pp. 53–101
  13. Blumberg, M, and Pringle, C (1982) The missing opportunity in organizational research: some implications for a theory of work performance, Academy of Management Review, 7 (4), pp. 560–69
  14. Buchner, T W (2007) Performance management theory: a look from the performer‘s perspective with implications for HRD, Human Resource Development International, 10 (1), pp 59–73
  15. Carter Earl M.A. & McMahon Frank A. (2005), Improving Employee Performance Through Workplace Coaching, a practical guide to performance management, Kogan Page Limited, Britain.
  16. Caulkin, S. (2001) ‗The time is now,' People Management, Vol. 7, No. 17, 30 August, pp. 32–4.
  17. Condrey Stephen E. (2005), Handbook of Human Resource Management in Government (2nd Edition), John Wiley & Sons, Inc., San Francisco, CA 94103-1741
  18. DeCenzo David A. & Robbins Stephen P. (2010), Fundamentals of Human Resource Management (10th Edition), John Wiley & Sons, Inc., USA. *Deci, E L and Ryan, R M (1985) Intrinsic Motivation and Self-determination in Human Behaviour, Plenum, New York
  19. D. McGregor, The Human Side of Enterprise (New York: McGraw-Hill, 1960). For an updated analysis of Theory X and Theory Y constructs, see R. E. Kopelman, D. J. Prottas, and D. W. Falk, ―Construct Validation of a Theory X/Y Behavior Scale,‖ Leadership and Organization Development Journal 31, no. 2 (2010), pp. 120–135.
  20. Dessler Gary, (2013), Human Resource Management, (13th Edition), Pearson Education, Inc., United States of America.
  21. Dyer, L and Reeves, T (1995) Human resource strategies and firm performance: what do we know and where do we need to go?, International Journal of Human Resource Management, 6(3), pp 656–70
  22. Edvinsson Leif (no date), Strategic Human Resource Management.
  23. Gibson James L., Ivancevich John M., Donnelley Jr. James H. & Konopaske Robert (2012), Organisations: Behavior, Structure, Processes, (14th Edition), McGraw-Hill, United States. *Grayson, D. (1984) ‗Shape of payment systems to come,' Employment Gazette, April, pp. 175–181. *
  24. Greer Charles R. (2001), Strategic Human R e source Management, (2nd Edition), Prentice-Hall, Inc., New Jersey 07458
  25. Guest, D. and King, Z. (2001) ‗Personnel‘s Paradox,' People Management, Vol. 17, No. 19, 27 September, pp. 24–9.
  26. Guest, D. (2002) ‗Human Resource Management, corporate performance, and employee wellbeing; building the worker into HRM,' Journal of Industrial Relations, Vol. 44, No. 3, pp. 335–58.
  27. Hackman, J R and Oldham, G R (1974) Motivation through the design of work: test of a theory, Organizational Behaviour and Human Performance, 16 (2), pp. 250–79
  28. Handy, C (1989) The Age of Unreason, Business Books, London.
  29. Hendry, C, and Pettigrew, A (1990) Human resource management: an agenda for the 1990s, International Journal of Human Resource Management, 1(3), pp 17–43
  30. Herzberg, F W, Mausner, B and Snyderman, B (1957) The Motivation to Work, Wiley, New York
  31. Jones, T W (1995) Performance management in a changing context, Human Resource Management, 34 (3), pp. 425–42
  32. Katz, D (1964) The motivational basis of organizational behaviour, Behavioural Science, 9, pp. 131–36
  33. Katz, D, and Kahn, R (1966) The Social Psychology of Organizations, John Wiley, New York
  34. Kanter, R M (1989) When Giants Learn to Dance, Simon & Schuster, London
  35. Klien, D.A. (1998) The Strategic Management of Intellectual Capital. Woburn: Butterworth-Heinemann.
  36. Kondalkar V.G. (2007), Organisational Behaviour, New Age International (P) Ltd, New Delhi – 110002
  37. Kreitner, R., and Kinicki, A. (1995), Organizational Behaviour. (3rd Edition.) Burr Ridge, Ill.: Irwin.
  38. Lahteenmaki, S. and Storey, J. (1998) ‗HRM and company performance: the use of measurement and the influence of economic cycles,' Human Resource Management Journal, Vol. 8, No. 2, pp. 51–65.
  39. Latham, G and Locke, R (1979) Goal setting – a motivational technique that works, Organizational Dynamics, Autumn, pp. 68–80
  40. Mathis Robert L. & Jackson John H. (2010), Human Resource Management, (13th Edition), South-Western Cengage Learning, USA.
  41. Maslow, A. H. ‗A Theory of Human Motivation,' Psychological Review, 50, July 1943, pp. 370–96 and Maslow, A. H. Motivation and Personality, Third edition, Harper and Row (1987).
  42. McClelland, D C (1973) Testing for competence rather than intelligence, American Psychologist, 28 (1), pp 1–14
  43. Mintzberg, H, Quinn, J B and James, R M (1988) The Strategy Process: Concepts, contexts, and cases, PrenticeHall, New York.
  44. Mohrman, A M and Mohrman, S A (1995) Performance management is ‗running the business,' Compensation & Benefits Review, July–August, pp. 69–75
  45. Moore, J I (1992) Writers on Strategic Management, Penguin Books, London
  46. Mullins Laurie J. (2010), Management and Organisational Behaviour, (9th Edition), Pearson Education Limited, England.
  47. Ondrack, D A and Nininger, J R (1984) Human resource strategies: the corporate perspective, Business Quarterly, 49(4), pp 101–09
  48. Opsahl, R C and Dunnette, M D (1966) The role of financial compensation in individual motivation, Psychological Bulletin, 56, pp. 94–118
  49. Patterson, J., West, M., Lawthom, R. and Nickell, S. (1997) The Impact of People Management Practices on Business Performance. London: IPD.
  50. Purcell, J (1999) Best practice or best fit: chimera or culde-sac, Human Resource Management Journal, 9(3), pp 26– 41
  51. Purcell, J., Kinnie, N., Hutchinson, S. and Rayton, B. (2000) ‗Inside the box,' People Management, 26 October.
  52. Purcell, J., Kinnie, N., Hutchinson, S., Rayton, B. and Swart, J. (2003) Understanding the People Performance Link: Unlocking the black box, Research report. London: CIPD.
  53. Raub, S.P. (2001) ‗Towards a knowledge-based framework of competence development,' in Sanchez, R. Knowledge Management, and Organizational Competence. Oxford: OUP.
  54. Richardson, R and Thompson, M (1999) The Impact of People Management Practices on Business Performance: A literature review, Institute of Personnel and Development, London
  55. Risher, H (2003) Re-focusing performance management for high performance, Compensation & Benefits Review, October, pp 20–30
  56. Robertson, I T and Cooper, C L (1983) Human Behaviour in Organizations, Macdonald & Evans, Plymouth
  57. Smith, E C (1982) Strategic business planning and human resources, Personnel Journal, 61(8), pp 606–10
  58. Tyson, S (1997) Human resource strategy: a process for managing the contribution of HRM to organizational performance, International Journal of Human Resource Management, 8(3), pp 277–90
  59. Vroom, V (1964) Work and Motivation, Wiley, New York
  60. Williams, R (1998) Performance Management, Thompson Business Press, London.

Cite this Article: