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CIPD certification usually enhances a person’s career prospects in the field of human resources. The diploma is a superb career growth tool in the USA and around the world as well. The real challenge, however, is to study thoroughly so that you can obtain the certification. Managing both studies and employment commitments poses a challenge to most people who pursue it in addition to their jobs.
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This post will help answer assessment criteria 1.3, which is to explain the relationship between motivation and performance management, And you need to refer to at least two motivational theories. Motivation is a major contributing factor to driving organizational performance and improving productivity. What motivates one employee may not motivate another, so managers must identify individual needs. Employees need to link their individual roles with the organizational objective supported with regular feedback on performance to maximize their potential and improve their motivation levels. Various recognized motivational theories can be considered to drive performance management within an organization. The first one we will look at is the Hertzberg theory.
Motivation – Hygiene Theory: Herzberg
This is also known as the motivation and hygiene theory, and you might also see it written as the motivation and maintenance theory. Hertzberg’s theory is based on two factors: the motivators and hygiene factors or the motivation and maintenance factors. The maintenance factors or the hygiene factors are shown here as the foundation building blocks in Red. (see below)
Hertzberg believed that these hygiene factors are the launch pad, and if they are damaged, they will destroy the platform. This means that there needs to be a strong foundation in place, that the employees need to be happy or satisfied with these hygiene factors before they can start to be motivated. Once all of the hygiene factors are in place, it’s then possible to start looking at the motivating factors: achievement and Recognition, the Work itself, responsibility, Advancement, and Personal Growth.
McGregor Theory X and Theory Y
The next motivational theory we’ll consider is the McGregor theory. McGregor’s idea suggests that there are two fundamental approaches to managing and motivating people. Some managers lean towards Theory X, and generally, they get poor results. Open-minded managers use Theory Y, which produces better performance and results, allowing people to grow and develop with an ever-changing society. Organizations need to promote an inclusive culture where individuals are valued for their contributions. Theory X style is authoritarian, and they have tight control, there’s no room for development, they’ve got limited procedures and a depressed culture. The theory X style results in employees lacking Motivation and often trust. Failing to engage with employees effectively could have potentially detrimental effects on the organization.
In contrast to this, in the Theory Y style, the manager is liberating and developmental. They do maintain an element of control. They do produce achievement and continuous improvement, and they achieve by enabling, empowering, and giving responsibility. A very wise manager would adopt a coaching and mentoring approach when developing employees while remaining focused and controlling the organizational objectives. Theory Y is much more likely to produce more positive results and positive encouragement. Listening to employees’ ideas helps promote team building and improves employee morale, Motivation, and overall job satisfaction. Employees are willing to Participate in achieving the company’s goals And feel valued for their contribution.
Maslow’s Hierarchy of Needs
The next theory is Maslow’s hierarchy of needs. Maslow based his theory on categorizing the needs that he determined will need to realize our full potential, and these can be seen in the list and the diagram.
The Maslow hierarchy framework sets out specific needs that must be met before employees can progress. At the lower end of the hierarchy are the essential needs that must be catered for first. Once employees have achieved the basics, they may become bored, and once again, their needs might change. Throughout progression, pay may have appealed to them and the outset, but the peak recognition for responsibility and the job title may become the new motivating factor. Highlighting that the employee’s Motivation is ever-changing, as is the organization itself. It’s important within the performance management process that the line manager understands what’s Motivating the employee at different stages of their career.
Vroom’s Expectancy Theory
The final motivation factor that we’ll look at is Vroom’s Expectancy Theory. This theory assumes the behavior results from conscious choices, which are more based on individual factors such as personality, skills, knowledge, experience, and abilities. Despite these individual choices, individuals can be motivated if there’s a positive correlation between efforts and the resulting performance. That this resulting performance will result in a desirable reward and that the rewards will satisfy a critical need. There also needs to be the desire to satisfy the need, which is strong enough to make an effort worthwhile. If you think of yourself working towards the CIPD qualification, you know that this will result in improved performance if you put time and effort in. This improved performance will result in a desirable reward in the form of you passing an assignment or achieving your overall certificate. This reward will satisfy a critical need. Once you have your certificate, this will enable you to follow a career of your choice. And the desire to fulfill this need is strong enough to make the time and effort you put into your assignments worthwhile.