Analysing the key Statement of Problems Essay Example

employee performance is controlled and monitored. Hypotheses for this study include the belief that motivation affects performance, as well as the positive relationship between effective communication and performance. The literature review suggests that while education, training, and experience are important for performance, motivation can be improved more quickly.

Below are some steps for motivation:

• Positive reinforcement/ high expectations
• Effective discipline and punishment
• Treating people fairly
• Satisfying employee needs
• Setting work-related goals
• Restructuring jobs
• Base wages on job performance

The success and continuity of an organization rely on its performance, which can be defined as "the way the organization carries its objectives into effect". This requires alignment and cooperation from all individuals within the organization. A competent manager monitors the performance of their system through performance measurement (PM). Staff members responsible for specific tasks within the system rely on PM to assess their job performance.

All members of an organization, including employees who carry out various process steps, must consider performance indicators (PIs) as important. PIs play a crucial role in determining what needs to be measured and setting control limits for actual performance (Flapper et al., 1995). It is essential to recognize that the measurement itself directly influences the behavior of managers and employees, a fact understood by senior executives. Additionally, they acknowledge that traditional financial measures like return-on-investment and earnings-per-share can be misleading in today's competitive environment that demands continuous improvement

and innovation (Norton & Kaplan, 1992).

3.1 Theories of Motivation

The saying goes that you can lead a horse to water but you can't make it drink; it will only drink if it is thirsty. It will only drink water if it is thirsty or, in other words, if it is motivated to drink. Whether working in a simple restaurant or in a highly competitive business market, individuals must be motivated or driven to succeed. Performance is seen as a combination of ability and motivation. Job performance = ?’ (ability) (motive)

3.1.1 Definition of Motivation

Motivation is the reason for doing something.

Motivation is the driving force behind individuals' specific actions, as defined by Armstrong (1999: pp-22). It is closely tied to goal-directed behavior and affects how these behaviors are carried out. Essentially, motivation occurs when individuals anticipate that their actions will lead to a desired outcome and a valued reward, fulfilling their needs and wants. Consequently, well-motivated individuals have clear objectives and take actions they believe will help them achieve those goals (Armstrong, 1999: pp-22).

Motivation is vital for the success of individuals, businesses, and organizations as it significantly impacts performance. It is clear that motivation is a crucial factor in public performance.

The process of motivation

The figure below depicts the process of motivation. This model is based on an individual's specific needs and shows that motivation stems from being aware, whether consciously or unconsciously, of unfulfilled desires.

Needs include desires to acquire goods or obtain something. Establishing goals necessitates this process.

The text suggests that taking action is essential for achieving goals and meeting demands. When a goal is accomplished, the demand

is fulfilled and the behavior is likely to be repeated if a similar demand arises. However, if the goal is not achieved, the likelihood of repeating the behavior decreases. This motivation model is based on theories related to needs, goals, fairness, behavior modeling, and expectations. It also draws influence from concepts like support, homeostasis, intrinsic and extrinsic theories. This model can illustrate a motivational process that involves setting collective goals to fulfill individual and organizational needs while encouraging the necessary behavior for achieving those goals.

3.2 Relationship between Motivation and Performance

Money, whether in the form of cash or as a salary, is considered to be the most external reward that a person can receive. It can provide individuals with satisfaction that originates from external factors. However, there have been doubts in literature regarding the effectiveness of money. Some argue that although money can meet people's external needs, it does not guarantee long-lasting satisfaction (Herzberg et al (1957)). Money may not always serve as the means through which employees feel valued or their performance is appreciated.

Needs Values Goals Action

Eg. Food Eg. Money can Eg. Receive Eg.

Travel

Buy nutrient payment to work

Locke and Henne (1986) argue that there is a strong nexus between an employee's public presentation, wage, and motive. This linkage can be shown in the edifice blocks as illustrated in Figure 1.2 above. (Goldthrope et al 1968) have argued in their research "flush worker" that wage is the most dominant factor that binds the employee in the company. Financial incentives motivate people who are strongly motivated by money and whose outlook of fiscal wages is high.

However, this may not apply

to workers who lack confidence, as they rarely anticipate a rise in their incentives. In reality, such employees may not respond to financial growth. Of course, they will enjoy their increased salary, but this does not guarantee motivation. This is because not everyone is motivated by external factors. It can also be argued that extrinsic motivation may erode their intrinsic motivation.

Money can serve as a positive motivator for individuals who need, desire, and want money. It can also be seen as a means to acknowledge people. However, if a payment, compensation, and reward system is poorly implemented and managed, it can have the opposite effect and demotivate individuals. Verhellen (1994) argues that effective motivation strategies can create a suitable working environment and improve employee performance. Similarly, Tarkenton (1986) also argues that motivation strategies are essential for measuring motivation and identifying areas for improvement, ensuring that employees feel valued and develop a commitment to the organization.

3.3 Theory of Performance

There is no generalized theory of performance.

However, there are theories of public presentation built on specific subjects of surveies such economic sciences, psychological science etc. Organizational behavior describes as the standard job. We might desire to widen it to the survey of HRM. Performance direction is a construct that has been distributing in developing states relative to developed states. There are assorted ways of understanding PM, from different facets like theoretical, practical etc.

However, most experts agree that Project Management (PM) is a procedure that involves optimal management and allocation of resources to help achieve a common goal in an organization (Edis, 1995). Edis argues that PM is a management process that aligns people and their jobs with the

goals and objectives of the organization. On the other hand, Slater et al. (1998) argue that PM is a 'value adding' process that improves organizational performance. In the private sector, PM is defined as a systematic and data-oriented approach to managing people's behavior at work, relying on positive reinforcement to optimize performance. The real stakeholders of performance and whether performance is the same as results are questions that arise. Generally, performance may be viewed as a standard set by the company, but results can be seen in a much broader sense and depend on various factors.

These factors include environmental issues, job satisfaction, contribution to the community or society, among others. In a standardized organizational performance standard, there is a risk of neglecting some of these factors. PM is also defined as an integrated set of planning and review procedures that flow throughout the organization to connect each individual with the overall strategy of the organization (Rogers, 1994). (NAHT, 1991) defines PM as a combination of managerial strategies and techniques that help employees understand the organization's objectives, expectations for their job, and receive regular feedback on their performance. It also emphasizes the importance of continuous support from managers and opportunities for employees to understand and evaluate their own performance. PM goes beyond just performance evaluation or incentives and financial rewards; it is a broader concept.

Performance assessment is a crucial aspect of performance management, encompassing processes, attitudes, and behaviors that contribute to enhancing individual performance consistently and effectively. In terms of research methodology, this study utilizes a case study approach because the problem requires exploration. Although survey research is widely used by social science researchers, it may

not offer an in-depth comprehension of a phenomenon. By conducting field studies and interviews within the context of case studies, more comprehensive information can be gathered that surpasses what can be obtained through survey research and allows for closer measurement of causal effects. Despite its qualitative nature, it remains essential to consider the validity and reliability of the data collected in this research.

The current research survey is qualitative but will also incorporate quantitative models for information analysis. Data triangulation will be employed to verify the information. Primary data will be gathered through questionnaires and interviews, while secondary data can be acquired from certifications and other online sources.

4.2 Qualitative and Quantitative Research Approach

Qualitative research investigates attitudes, behavior, and experiences through methods like interviews and focus groups.

The purpose of this study is to collect detailed sentiment from participants, specifically focusing on attitude, behavior, and experiences. Given the nature of the topic, the sample size in this type of study tends to be small. Qualitative research is particularly useful for addressing behavioral studies by providing valuable insights. In contrast, quantitative research involves using large-scale surveys and tools like questionnaires or structured interviews to gather statistics. This approach relies on a larger number of samples and is considered highly reliable. However, some critics argue that this method lacks participant interaction, resulting in less conflict and therefore producing superficial data compared to qualitative methods which are believed to provide deeper insights.

4.3 Research tools

To comprehend the performance management process in the specific organization, a case study will be conducted at a TESCO shop. The research tools to be used will be semi-structured interviews and questionnaires, which will provide both qualitative

and quantitative data. In addition, secondary data will also be gathered through sources like the internet. Learning from the expertise of its practices necessitates a close integration with the subject of analysis for a certain period of time.

Comparative effectiveness in research involves studying research in comparison to other qualitative research methods (See Holloway, 1997).

4.4 Definition of Case Study

According to Meriam (1998), a case study is the investigation of a system, event, process, or program viewed as an individual unit with clearly defined boundaries. However, the definition of case study has changed over time and across different fields. It is used in both qualitative and quantitative research; however, for this particular study, it refers to qualitative research. Case studies are distinct from other qualitative approaches because they have three characteristics: specificity, boundedness, and multiplicity (Holloway Ibid Yin Opt cited). According to Yin's argument, empirical inquiry is preferred when examining a contemporary phenomenon with real-life situations where distinctions between phenomena and content are unclear and multiple sources of evidence are utilized.

4.5 Why should you study using a case study approach?

Similar to other qualitative research methods, a case study is limited to studying a phenomenon in a specific context. A single case study may not always be applicable across the board; it is merely a step towards generalization. To achieve generalization, it is advisable to employ multiple measures. Researchers often incorporate various data collection methods, such as observation, documents, and interviews, to enhance the quality and validity of the study. Observation and document analysis are commonly used strategies in case study research (Holloway, op.cit). However, when the objective

of the study is to understand the context of a contemporary phenomenon and extract insights, a case study research approach can be an invaluable exploratory tool (Gill and Johnson, 1997).

According to Preece (1994) and Sharp ; Howard (1996), a case study is a complex research activity that may combine various general research instruments, such as interviews, observations, discussions, questionnaires, and focus groups.

4.6 Maintenance of Validity and Reliability

"Validity and reliability are tools of fundamentally positive epistemology" (Watling, as cited in Winter, 200, p. 7). Joppe (2000) defines reliability as follows: The extent to which results are consistent over time and accurately represent the entire population under study is referred to as reliability. If the results of a study can be reproduced using a similar methodology, then the research instrument is considered reliable.

( p. 1 ) Joppe ( 2000 ) defines validity in quantitative research as the ability of the research to measure what it was intended to measure or how accurate the research results are. In simpler terms, validity determines if the research instrument allows you to accurately hit the target of your research objective. Researchers typically assess validity by asking a series of questions and often seek answers from other research studies. ( p.)

1) The smaller sample size of qualitative information makes it vulnerable to lack of cogency and dependability. Therefore, it is important to consider methods to maintain the cogency and dependability of research. A research survey that is invalid or undependable holds no real value. By maximizing or testing cogency and trustworthiness, a more believable and defendable outcome can lead to generalizability, which is a suggested concept for achieving and documenting high quality

qualitative research according to Stenbacka (2001). Thus, the quality of research relies on generalizability as well as the trustworthiness and cogency of the research.

Maxwell (1992) argues that the extent to which an account can be applied generally is a crucial factor in distinguishing between qualitative and quantitative research approaches. Therefore, in qualitative methods, validity is very specific to the context in which it is used, known as triangulation.

4.6.1 Triangulation

Triangulation is a commonly used strategy (or test) to enhance the validity and reliability of research or evaluation findings. Mathison (1988) explains that triangulation has become an important methodological concern in realistic and qualitative approaches to evaluation in order to control bias and establish valid propositions because traditional scientific techniques are not compatible with this alternative way of knowing.

According to Patton (2000), triangulation strengthens a survey by combining methods, which can involve various types of methods or data, such as utilizing both quantitative and qualitative approaches (p. 247).

However, there are criticisms against triangulation (See Barbour, 1998). Barbour argues that while it is possible to blend paradigms, blending methods within one paradigm, such as qualitative research, is controversial because each method within the qualitative paradigm is based on different theoretical models (p. 353). Constructivism is a paradigm in social research that sees knowledge as a social process and can change with different circumstances.

According to Crotty (1998), constructivism is the belief that all knowledge and meaningful reality is dependent on human actions and interactions within a social context. This knowledge is developed and transmitted through societal contexts. In qualitative research, the goal is to explore deeper understanding rather than superficial characteristics. Constructivism can support this goal. The constructivist

idea that reality is constantly changing, regardless of the observer's desires, indicates that there are multiple or possibly diverse interpretations of reality (Hipps, 1993).

Constructivism places a high value on the diverse perspectives individuals hold within their own minds. As a result, it is crucial to employ various methods to uncover these unique perspectives. It is of utmost importance to formalize the research process within this constructive environment.