...Evaluating Performance through Motivation and Conflict Management MGT/307 February 08, 2010 The size of a workplace or organization is irrelevant went it comes to the need to survive. High-performance workplaces and organizations have abandoned the traditional organizational structure, and have adopted innovative techniques to improve operational effectiveness, workplace stress, and organizational dynamics. These high-performance workplaces and organizations encompass characteristics that keep them profitable and ahead of the competition. The emerging trends in organizational behavior introduced into the business world strongly relate to high-performance workplaces and the stress management techniques that have been implemented. Differences exist in the methods used by high-performance workplaces and organizations and the traditional organizational structure when it concerns how they manage and improve their operational effectiveness, stress, and organizational dynamics. A high-performance workplace or organization has a stronger approach to maintaining an effective workforce. The workforce remains effective by sustaining an appropriate balance between new technology and the workload for individual employees. The traditional organizational structure is content accomplishing tasks from a recognized and established method. The use of technology is an effective method of performance for employees, but accommodating this effective method is more stress. The methods...
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...Evaluating Performance Through Motivation and Conflict Management Decisions Motivation defined as the process which accounts for an individuals intensity, (how hard a person tries) direction, (leading to a specific point) and persistence (how long a person can maintain effort) toward obtaining a specific goal (Robbins & Judge). Managers daily deal with human behavior and understanding different types of human behavior is an added plus. Organized behavior defined as the study of human behavior within an organization. Earlier theories of motivation are based upon the hierarchy of needs. This theory comes from Abraham Maslow who suggests that within every human there is a hierarchy of five needs; physiological, safety, social, esteem and self-actualization. A closer theory to Maslows is the ERG theory; this theory is a remake of Maslows. The ERG theory was created by Clayton Alderfer, which argued Maslows theory due to Alderfer belief of humans being motivated by three core needs. The core needs fall under the category of existence, relatedness, and growth. Douglas McGregor, an economist and management professor, explained two distant views of human beings: one basically negative labeled Theory X (inherited dislikes) and one positive Theory Y (inherited likes). This theory is along the lines of managers who base the nature of humans on certain group types. The final theory from earlier theories of motivation comes from Frederick Hertzberg. Mr. Hertzberg’s...
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...Evaluating Performance through Motivation and Conflict Management Robert Cummings, Katie Delong, Kara Gonzalez, Stephanie Hernandez, Rachel LaFontain MGT 307 April 25, 2011 David Parsons Evaluating Performance through Motivation and Conflict Management Organizations apply motivational and conflict management theories to keep employees aligned with the organization’s goals and to remain competitive in their market. Organizations employ individuals with different backgrounds and a management objective is to capture each difference and move forward with a common goal. Management is responsible for motivating employees and keeping them aligned with the organization’s goals. This paper will encompass organizational plans detailing motivational theories and conflict management plans as they relay to the differences in employee learning styles. Motivation Theories and Organizational Behavior Motivation states the “forces within an individual that account for the level, direction, and persistence of effort expended at work” (Schermerhorn, Hunt, & Osborn, 2008). Level is the effort that the individual gives, direction is the individual’s personal choice when making decisions, and persistence is how long...
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...Motivation Plan In today’s business world, each business organization has a diverse workforce and each worker has specific motivations and emotions. An effective manager understands the challenges involved in creating a workplace that combines the employee’s motivations, satisfactions, and performance into a cohesive and effective workforce. A manager must develop a plan encompassing the employee’s motivation, satisfaction and performance. It is essential that the plan includes both the manager’s and employee’s insights to guarantee that all perspectives are merged into the plan for constructive impact. According to Robbins and Judge (2006), “Motivation is the process that accounts for an individual’s intensity, direction and persistence of effort toward attaining a goal” (p. 186). Satisfaction is defined by Merriam-Webster’s dictionary as the “fulfillment of a need or want” and performance is defined as “the execution of an action” or “the fulfillment of a claim, promise or request”. Motivation, satisfaction and performance are important aspects that a manager must employ with people and each aspect can define the success or failure the employee has as an individual or a team”. If a manager has a positive influence within their span of control, the manager will be able to increase an employee’s motivation, satisfaction and performance. A manager can leverage a variety of tools in developing and evaluating employee motivation, satisfaction and performance. Some of those tools...
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...SUPPORT@ACTIVITYMODE.COM MGT 307 COMPLETE CLASS MGT 307 Week 1 Discussion Question 1 MGT 307 Week 1 Discussion Question 2 MGT 307 Week 1 Individual Assignment Organizational Behavior Terminology and Concepts Paper MGT 307 Week 2 Discussion Question 1 MGT 307 Week 2 Discussion Question 2 MGT 307 Week 2 Learning Team Assignment Organizational Behavior Forces Discussion MGT 307 Week 3 Discussion Question 1 MGT 307 Week 3 Discussion Question 2 MGT 307 Week 3 Team Assignment DISC Platinum Rule Assessment and Workplace Observation Discussion MGT 307 Week 4 Discussion Question 1 MGT 307 Week 4 Discussion Question 2 MGT 307 Week 4 Individual Assignment Groups and Teams Paper MGT 307 Week 4 Team Assignment Evaluating Performance Through Motivation and Conflict Management Discussion MGT 307 Week 5 Discussion Question 1 MGT 307 Week 5 Discussion Question 2 MGT 307 Week 5 Team Assignment Organizational Trends Discussion MGT 307 FINAL EXAM Activity mode aims to provide quality study notes and tutorials to the students of MGT 307 COMPLETE CLASS in order to ace their studies. MGT 307 COMPLETE CLASS To purchase this visit here: http://www.activitymode.com/product/mgt-307-complete-class/ Contact us at: SUPPORT@ACTIVITYMODE.COM MGT 307 COMPLETE CLASS MGT 307 Week 1 Discussion Question 1 MGT 307 Week 1 Discussion Question 2 MGT 307 Week 1 Individual Assignment Organizational Behavior Terminology and Concepts Paper MGT 307 Week 2 Discussion Question 1 ...
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...Motivation Plan Jonathan Grace LDR/531 September 23, 2014 Edythe McNickle Motivation Plan In today world every business organization has a diverse workforce and each employee has a specific motivation and emotion. Understanding the challengers involved in creating an environment that combines the employees’ motivation, satisfactions, and job performance in an organized and an effective workplace is what a good manager should understand. A manager must create a plan incorporating the employees’ job satisfaction, motivation, and performance. The perception of both managers and employees are ensuring that the viewpoints are incorporated into the plan for optimistic influence. According to Robbins and Judge (2013), “Motivation is the method that accounts for a direction, individual intensify, and persistence of an effort toward a specific goal. Satisfaction is defined as the “fulfillment of a need or want” and performance is defined as “the execution of an action or fulfillment of a clam, promise, or request.” Motivation, satisfaction, and performance are important aspects that a manger must utilize with people and each aspect can be define as a success or failure of the employees or as a team. The manager will be able to increase an employee motivation, satisfaction, and performance, if a manager has a positive influence within his or her span of control. Most manager can influence a variation of tools in increasing and gauging employee motivation, satisfaction...
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...Motivation Concept Analysis Motivation in theory – Frederick Herzberg two factor theory Tomala Lewis PSY/320 6/5/2010 Angelica James Motivation Concept Analysis Motivation in theory – Frederick Herzberg two factor theory I agree with Mr. Frederick Herzberg’s two factor theory 100% and without any shadow of a doubt. There is no way any small business or large company can succeed, grow and continue prosperity in the future without the two factors Herzberg theorized. The first of two factors believed by Herzberg is Hygiene factors; Hygiene factors are based on the need for a business to avoid unpleasantness at work. If these factors are considered inadequate by employees, then they can cause dissatisfaction with work. Hygiene factors include company policy and administration, wages, salaries, and other financial remuneration, quality of supervision, quality of inter-personal relations, working conditions, and feelings of job security. The second factor believed by Herzberg is Motivator factors. Motivator factors are based on an individual's need for personal growth. When they exist, motivator factors actively create job satisfaction. If they are effective, then they can motivate an individual to achieve above-average performance and effort. Motivator factors are status, opportunity for advancement, gaining recognition, responsibility, challenging and or stimulating work, and a sense of personal achievement & personal growth in a job. The need for a business to run efficiently...
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...workers are unsupervised for many hours per day and are often not supervised at all on weekends. Proper supervision and coordination of authority is paramount to improving the existing problem at the Slade Plating Department. These practices also occur because the hourly wage offered is low and the system being used is fairly easy to manipulate. There is no reason that in this modern age of technology employees are so easily able to steal from the Slade Company. Many options exist to this agency that are both inexpensive and cost effective. Modernization or implementation of new video monitoring and/or clock-in/out systems could eliminate the temptation and ability to steal. Within the Slade Plating Department there are some employee conflicts that currently cause tension and decrease productivity. Members of both the Sarto and Clark groups work hard to keep up with high productivity demands. They produce high quality products and are very creative in solving problems. However one...
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...Performance Through Motivation and Conflict Management Motivating employees to work is a challenge that leaders and managers must cope with. Intrinsic and extrinsic rewards come into play according to some motivational theories. Organizations practice different concepts to manage employees and accomplish daily operations. Many factors cause conflict in organizations. Organizations use conflict management strategies to resolve disputes in the workplace. Motivating employees and managing conflict influence the performance of an organization. Using motivation theories and conflict management strategies helps organizations achieve its mission and goals. Evaluating Behavior Maslow’s hierarchy states there are five employees’ needs that must be met in order for them to work at their full potential, physiological, safety, social, esteem, and self-actualization (Nayab, 2011). Management must try to accommodate each employee’s behavioral need, and give them something tangible to attain in the workplace. Whatever the employee’s needs are, levels of management must identify what motivates employees so the organization can benefit. Alfred Alderfer took Maslow’s theory and gave it a twist, existence, relatedness, and growth (Nayab, 2011). Acknowledging an employee for his or her contribution is essential to his or her existence, and furthermore motivates the employee to continue to excel. Employees are also socially motivated. Managers should encourage...
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...case study The modern business environment is dynamic and competitive. My supervisor often says “we create our own futures,” meaning employee performance ensures retention or the opportunity to move to a new company. This week’s case study discusses the importance of force ranking and performance assessment. Each year my company conducts individual performance assessments which add more anxiety during the holiday season. Many companies like GE, Microsoft and American Airlines have adopted this strategy but now they are becoming more flexible because they are being highly criticized because of their way of evaluating employees (Irvine, 2012). Companies are now implementing innovative techniques to evaluate their employees, so that better retention can be achieved. Opinion regarding forced ranking performance appraisal I think this topic is similar to most emotionally charged issues, you can find studies and articles which support both the advantages and disadvantages of forced ranking. Usually when I analysis a complex, emotional topics, I tend to land somewhere in the middle. When I was serving within the military as a commissioned officer we used a forced ranking system to identify officers for promotion and retention and for increased responsibility and potential based on their individual performance. No system for evaluating people is flawless but I did see some benefits to forced ranking, although in the end I feel these benefits are outweighed by the managerial problems...
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...Mgmt 7135: SEMINAR IN ORGANIZATIONAL BEHAVIOR ------------------------------------------------- Dr. Robert Taylor Kristina R. Wilhelm, 2012 Table of Contents MBTI model: 3 Problem-solving model 4 Motivation: Performance-model 5 Value of reward 5 Perceived Effort- Reward Probability 5 Skills ability and traits 6 (1) Drive 6 (2) Leadership motivation 7 (3) Honesty and integrity 7 (4) Self-confidence 8 (5) Cognitive abilities 8 (6) Knowledge of business 9 Role Perceptions 9 More traits to be considered: 10 Any other relevant motivation models 11 Expectancy Theory 11 Equity Theory 12 Herzberg-Theory 12 Job Characteristics Model 13 Reinforcements and Rewards 13 Price System 14 Equity Theory and Justice 14 Communication 15 Leadership 16 Smartfic 16 MBO sessions 17 Vroom model 18 Conflict 19 Conflict process model 19 Reward System 20 Additional considerations 20 My role 20 This paper will analyze the possible causes of the performance deficiencies in Tony and his sales staff, and propose potential solutions suggested by each particular potential cause using several leadership models discussed in class. The paper will finish by analyzing possible improvements of my own behavior as the regional director of Happy Face Frozen Foods (HFFF) with respect to my part in this district’s weakness. One of the obvious weaknesses in the communication between Tony and me seems to be that we have different personalities...
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...Desire for Performance Feedback 2 Action Plan 3 • Analysis 3 • Detail Behavior 3 • Resources 4 Summary 4 Self Reflection – II 5 What is your primary conflict-handling intention? 5 Action Plan 6 • Analysis 6 • Detail Behavior 6 • Resources 7 Summary 7 Self Reflection – III 8 Assessing Participation in Group Decision Making 8 Action Plan 9 • Analysis 9 • Detail Behavior 10 • Resources 10 Summary 10 References 11 Self Reflection – I Measuring Your Desire for Performance Feedback According to, the hands-on exercise (Kinicki, 2012, p201), I personally desire high degree of feedback. During this exercise I felt that I am a person who needs time to time motivation and recognition on very significant milestone achieved to gain self-confidence. The positive feedback that I used to receive from my superiors or next level managers always helped me to perform better. Our management used to believe that improving individual performance through goal-setting and providing timely feedback through recognition was an effective way to perform operations. At times, my manager used to provide instructional feedback when I used to handle new task in a project. Feedback depends on an individual perspective. Relating to the exercise I disagree with the fact that I can judge my performance at work and...
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...and with the team as a whole. According to Moldjord, and Iversen, (2015), high performance teams have members whose skills, attitudes and competencies enable them to achieve team goals, make tough decisions, communicate under stress, manage conflict, and solve challenging task. By the end of this essay, it will be determined if this survey or questionnaire is sufficient to measure a high performing work team and if it can be utilized as such. High Performing Work Team Team performance is what contributes to a team success of failure. According to Thompson (2014), team performance analysis consists of productivity, cohesion, learning, and integration. This analysis identifies the factors on how team performance effectiveness should be evaluated. Productivity measure whether the team achieve their goals. It requires the team to have a clear goal and adapt accordingly as new information arrives, if the goals changes, and if the organizational priorities has shifted. Productivity is what evaluates the team’s output meets the standards of those who have to use it. It is imperative that each members of the team accept the identified goals to be effective. Another important factor in evaluating team performance is cohesion and integration of all team members. Every team members should work together as a whole. It is vital for everyone involved to behave accordingly with respect while working through any differences among them. When all members integrate themselves in achieving...
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...PERFORMANCE MANAGEMENT 1 Objective Objective of this policy is to set a process for managing the performance of the employees so as to achieve the ultimate objective of the organization. By adopting this policy we aim to attain the following objectives: 1 To help employees setting their priorities (objectives) right at the beginning of the year; 2 To align the individual/employees objectives with departmental objectives and the departmental objectives with the organizational objectives; 3 To enable/facilitate evidence based decision making in: a. Determination of compensation packages, wage structure, Salaries adjustment/raises, etc.; b. Employees retention, succession planning, Training &development 4 To identify the strengths and weaknesses of employees to place right men on the right job; 5 To maintain and assess the potential present in a person for further growth and development; 6 To provide a feedback to employees regarding their performance and related status; 7 To improve the working habits of the employees. 2 Scope This policy is applicable to all regular employees of the Organization. 3 Accountabilities 4.1 The Vice Chancellor (VC)/Executive Director (ED) – Based on the five years plan shall ascertain the key result areas for the year. 4.2 Deans shall ascertain their individual faculty’s contribution to achieve the key result areas set by the VC/ED and shall be responsible for the development...
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...The Key to Wal-Mart's Success The Key to Wal-Mart's Success The Key to Wal-Mart's Success In 1962, San Walton founded Wal-Mart in Roger, Arkansas. "As in all things, in our people practices, we take to heart our core belief to strive for excellence. That means constantly looking for ways to improve, whether it's connecting executive compensation to diversity goals or improving the supplier application process. Improving these vital relationships is key to a better Wal-Mart and a better world" (People, n.d., ¶2). The key to Wal-Marts success can be attributed by the way management evaluates performance through motivation, ethics, and conflict management. Applying Motivational Principles Sam Walton had a vision for building a business and four decades later Sam's vision became a successful reality. Wal-Mart's associates have enabled the organization to become the largest retailer in the world consisting of "2,700 Wal-Mart stores, 495 SAM's Clubs and 1,150 international stores currently in operation" (Divisions, n.d., ¶1). Sam's dream of a global retailer also became a reality by meeting the needs of customer's worldwide. The secret to the Sam Walton's success is attributed to the rules and principles that are used to run the organization. Sam Walton used 10 motivational principles or otherwise known as Sam's Rules for Building a Business. The rules have helped the organization focus on the principles used for four decades and are factors of the company's success...
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