You have been recently appointed as Human Resource Management (HRM) Director of a company which has recognised that it has a problem with low workforce motivation and poor workforce productivity. Can you suggest some HRM policies you might consider introd

Human Resource Management and Motivation Theory

A problem of workforce motivation is tantamount to a problem of organizational functionality . Indeed , the economic and operational process of any organization are of little to no value in the hands of personnel who lack the personal drive to achieve high levels of quality or productivity . As the Human Resources Management Director for a firm suffering from just such a condition , it has fallen upon me to identify some ways that we can begin to improve motivation within the organization . The recommendations offered here are designed

to address structural and conceptual issues within the organization which have prevented it from properly moving its employees to participate at a high level

In attempting to improve workforce motivation , it is first necessary to identify some core aspects of motivational theory within the context of the achievement of organizational goals . Indeed , the attainment of such a condition requires a sensible balance between managerial commitment to the strategic interests of a business and to the human interests of its everyday operation . Research and experiential evidence will tend to demonstrate that there is a symbiotic relationship between these aspects of organizational orientation which suggests that effective strategy must inherently consider the implications of the experience of the personnel who will implement business strategies . Therefore , we enter into this discussion under the assumptive basis that an organization 's performance success will be inherently based on the performance effectiveness of its personnel . In relation , organizational management must therefore be devoted in a large part to the eliciting of motivation and performance effectiveness in personnel

As the HRM from the firm in question , I have considered at the initiation of this process such varied measures as the reconsideration of the factors which are typically used to evaluate organizational performance , the setting of benchmarks for employee performance , the consideration of metrics for assessment of employee and team performances and the overall shift from financial models of management to employee-centered strategies . These are , importantly , all ways of motivating the employee which rely on the improvement of the visibility of performance expectations . I would argue that the greater the clarity applied to an individuals understanding of his or role in an organization , the less likely that this organizational member will suffer frustration , confusion or other obfuscating workplace experiences

Motivation theory also offers us something of a blueprint for improving levels of operational efficiency in ways that will ultimately encourage grater workplace productivity . To this end , much of our strategy regarding employee performance management centers on the changing nature of business today , within which companies must continually improve their performance by reducing costs , innovating products and processes and improving quality , productivity , and speed to market (Becker 770 ) It is with this in mind that I have undertaken the duties of HRM recognizing that the lackluster performance and related motivation obstacles at the firm are directly related to a failure on the part of the firm to remain in tune with progressive changes in the industry Therefore...