Reaching Maximum Employee Performance and Productivity in a Strategic Working Environment

On September 6th, 1971, President Richard Nixon gave the “Address to the Nation on Labor Day.” In this speech, he determines that there is a change in the work environment air. Nixon claims that workers in this developmental time deserve new opportunities to grow within their work. He reached the conclusion that job satisfaction should be a company's main focus. As the work environment evolves, worker satisfaction becomes increasingly more important. Employees have expectations, such as raises, insurance, and paid time off, so if a company is not willing to comply with these new demands, then it will become increasingly difficult to generate decent productivity rates. Nixon defined this word by stating that “Productivity really means getting

Continually sustaining engagement and motivation levels within the workforce is a challenge for even the most effectively managed organizations; not only in tumultuous times, but also in times of prosper (Catteeuw, Flynn, & Vonderhorst, 2007). The financial crisis and the nation’s unfavorable economic state have placed unprecedented levels of stress on organizations and their workforces (Poglianich & Antonek, 2009). Organizations need to position themselves to be able to sustain employee engagement and productivity during turbulent times by developing a strategic handling approach (Poglianich & Antonek, 2009). This paper will look into potential strategies for sustaining employee engagement, motivation, and productivity in tumultuous times. The focus organization of this paper is the 516th Software Maintenance Squadron (SMXS) which is a sub-unit within the United States Air Force (USAF).

The success of an organization is built on a functional relationship between managers and employees. Managers can depend on this type of relationship to set programs in place to motivate employees, thus, increase productivity and profitability.Throughout the years, a few issues have brought on the relationship amongst administration and workers at the Engstrom Auto Mirror Plant to fall apart. The goal of this milestone is to identify the root causes of the organizational issues, look at the fundamental drivers from a human behavior perspective and offer

Improving quality and productivity: Increased competition has increased the focus on quality and better productivity in organizations. Managers in the organization are aware that improvement in quality and productivity cannot be achieved without the involvement of the employees. Organization behaviour stresses on the importance of motivating employees to accept changes and accomplish organizational objectives.

The memorandum presented makes the argument that improvements in a firm's hardware and software will lead to higher employee efficiency and higher profits for the firm. However, as is discussed below, this argument has several flaws and logical oversights that render its claim unsubstantiated. While advances in technology do often improve productivity, such improvements would likely have minimal impact on firms with employees who do not rely heavily on advanced information technology. Take, for example, a small bakery with only a few employees. In this situation, the need for advanced technology is minimal beyond the basic needs of accounting for raw materials, operating costs, and sales margins. Improved hardware and software may increase

Increased productivity the quantity and quality of output per hour worked seems to be a byproduct of improved quality of working life. It is important to note that the literature on the relationship between job satisfaction and productivity is neither conclusive nor consistent. However, studies dating back to Herzberg's (1957) have shown at least low correlation between high morale and high productivity, and it does seem logical that more satisfied workers will tend to add more value to an organization. Unhappy employees, who are motivated by fear of job loss, will not give 100 percent of their effort for very long. Though fear is a powerful motivator, it is also a temporary one, and as soon as the threat is lifted performance will decline. Tangible ways in which job satisfaction benefits the organization include reduction in complaints and grievances, absenteeism, turnover, and termination; as well as improved punctuality and worker morale.

Baderman Island has been dedicated to providing guests and visitors with unique and great experiences since opening to the public in 2004. “The Board of Directors and operational leaders in the organization, empowers its staff to offer unsurpassed quality of customer service, through individual acts of random kindness and specialty services” (University of Phoenix, 2012). Exceptional customer service is a top priority of the management and staff at Baderman Island. The resort offers numerous accommodations at prices that are affordable for every budget. Each individual position within this company adds

Increasing organizational productivity is important to any organization. “Managers know that simply paying employees more will not result in increased

Intrinsic Motivation in Public Organizations is an essential principal. It is clear that employee engagement and motivation is a vital part of the workplace. We spend almost more time with them as a full time employee than our own family. Fellow workers become our second family with the workplace acting as a home away from home. Everyone wants a healthy environment to come to. The public sector and organizations are more challenging to motivate due to the application of ethical guidelines and outside influence from others. Society sees the public sector as overpaid and underworked. Unfortunately, this leads to low morale and negatively impact employee positive engagement. The public organizations also suffer from a lack of funds compared to

There is a controversy whether the Strategic Human Resources Management (SHRM) leads to ‘high performance’. A general idea of SHRM is that “the linkage of management and deployment of the individual within the firm to the business overall and its environment whereas HRM is the activities that take place under this area.” Truss and Gratton (1994). It spotlights on long-term strategy.

Managing today’s public organization is much more complicated than it was ten to twenty years ago. The external environment is changing faster than organizations can move to meet the changing demands. The ideology behind the bureaucracy or public organization is much like that of our United States Constitution, designed for stability and endurance. For this reason, the public organization has operated internally under strict guidelines while resisting change. These ideas have passed through generations of bureaucrats as, "the way things are done." In this manner, organizations hire specialists to perform routine procedures to provide some good, product, or service to the community. Employees are

Keeping employees motivated in addition to creating incentives and/or additional ways for employees to receive more compensation will create better performance overall within an organization. Contrary if company B gives their employees incentives to perform, without any motivational tactics they probably will not have as many top performances as company A, in addition the company may only seek short term rewards verses have long term success. Lack of motivation for employees within an organization, can cause long term damage for the company’s success. Different things motivate everyone; therefore there should be a system in place to keep employees motivated for the long term success of the company. In the MBM textbook under the concept of incentives, compensation, and motivation, there are a couple of different views of how it should be applied within an organization. We will discuss The Social Role of Profit, Personal Profit and Losses, and the way Market-Based Management view how incentives, compensation, and motivation should be applied and the things that effectively drive employees’ actions while at work.

There are many businesses and organizations across the world that relies on their employees. The employees make up the workforce that keeps the nation functioning and producing. It is not uncommon for employees to get burnout with their job or feel that they are not appreciated. Workers find it difficult to find the motivation to come to work and ready to complete the tasks that are required of them. When workers are bored with their position it can be hard to put their best efforts into their job and be successful. Many employees feel that they are not being rewarded for the hard work they have been doing and often slack off because of it. Businesses understand that the employees are the faucet of the company and they are relied on for everyday production. An employee may feel like they are not getting the respect that they deserve for the work that is being completed each day. It can be hard for business owners to find the comfortable line between employee satisfaction and high-quality performance. There are several things that many businesses have begun doing to help their employees not only succeed but enjoy what they are coming to work each day to do. There are several trends that business is trying, that will help to motivate employees to have superior performance in the workplace.

To assist in the practical implementation of motivation theory, we will assess the benefits of job and work redesign in relation to goal setting. As a department manager we must be aware of the gradual changes that occur in job tasks and the incremental addition of new tasks that might trigger a need for redesign. The issues that arise from these changes can be addressed by applying the principles of job and work redesign in relation to the goals of the department. The need for change is viewed from four levels of scope, re-engineering, restructuring, work redesign and job redesign. As re-engineering and restructuring is most often done by upper administration, we will focus on the domain of the department manager and their responsibility to effectively manage work and job design within their department.

Public - sector employees are often stereotyped as underperformers, lazy and inadequate, so a better understanding of work motivation is important to be made. Little effort has been made to identify how the environmental interaction and personal forces can influence the work motivation of the employees working for the public sector and also, to determine the extent of work motivation differences between the public and the private sector. (Wright, 2001, p. 561).