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Improving Organizational Performance

The business world has went through number of instances of unsuccessful and successful entities taken their activities related to business successfully in a distinct way and established numerous parts the structure in an organization. The most significant, however, part of any organization, not based on its dimension, profile of type or activity – is its work force which is the amount of employees comprise on the driving part of any business and presents its efficiency (Smith, 2004). Owner of any company put all power on its enhanced performance that is the basic and important indicator of sustainability and profitability of a company. This paper aims to deal with the methods to improve the performance of an organization with the help of influence on workforce, escalating their motivation and managing with stress while working in the routine matters that is expected to turn out the dominant hindrance to the stipulated goal’s achievement.

 

Improve Organizational Performance

There can be number of suggestions on how to influence the performance of an organization through a constructive method, the core of that demands to provide consideration to stress exist in any occupation. If the productivity indicators are plunging and the workers reveals the dissatisfaction signs, the significant responsibility of the employer is to identify factors that are of stressful nature and are evident in the business. This must be the basic and essential point of the organizational change intends at establishing a more constructive environment for work, more encouraging environment, and enhances employee efficiency and satisfaction. As this has been observed in the simulation of the AirDevils, Inc. Company, the basic and main steps taken by the initiated were to understand the major causes for workers dissatisfaction. They proved to be manifold – spanning from under-payment to opportunity inequality and selectivity of reach to benefits provided by the administration of company. It provided that people who perform their jobs are extremely motivated about the nature of job they perform – stunts group’s representatives in reality perform the main part of responsibilities in a business and put their full potential are not encouraged and admired according to the extent of their effort to the performance of company. Moreover, they protest about the particular opportunities as they believe that they can perform their duties with better understanding, in a large amount of tasks. Under-recognition and Under-payment go without stating as further part of the complaints list. Therefore, the most important challenge that destabilized the performance of employee and satisfaction of job was the work monotonousness that he or she performed. It is important to keep in mind that inhibits performance is an intense kind of sports; merely those honestly caring for what they perform will be capable to perform their work in the environment. It must be associated with sound emotions, with the drive of adrenaline, etc. – therefore, the workers were rationally dispirited to perform out of tiredness and boredom they face in the working environment. (Smith, 2004)

 

Change Implementation Stage

The list of following solutions was provided – to present performance-based rewards, to establish to guide in other stunts, to present physical and mental facilities of training, to enhance the design of job, to permit stunt workers to contribute in open challenges, etc. Along with the provided solutions it became more helpful to select the enhancement the design of job, the employees’ rotation to make sure a large range of accountabilities and the incentives to contribute in external challenges to improve their competitive emotions, preference from stunts, etc.

This level of the simulation may be known to the importance of stress at place of work and its deep effect on the mental and physical condition of workers (Jex & Britt, 2008). The workers met an intimidating psychological situation at workplace, responding to it with a set of pessimistic results. Lots of workers complained of rising issues at house because of the very much workload, also can be known to the work-family clash appearance. This stressor is rational because of the supposition that individuals who feel stress at workplace fail to realize their social roles satisfactorily, e.g. they may have issues with their partners, friends and families etc… (Jex & Britt, 2008)

 

Managing Stress and Motivation

Recognizing the set of stressors for a specific organizational case, the organization or the change agent accountable for the elimination of stress and enhancement of the organizational performance not simply has to describe the methods of enhancement introduction, but also desires to hire the responsible staff for the accomplishment of the work. As it became clear from the simulation, the change will be accomplished much more professionally in case the group of change agents is composed of workers are performing within the company and are at the equal hierarchical position with those at who the change is directed. Several theorists identify joint effort as a cultural practice of increasing fame, which occurs because of the very much group potential to alter the inner attitudes and boost worker involvement with the work in situation the team participants also share attitude, ideas, and have very little conflict potential (Sisaye, 2001).

In the situation the influence of team on the employees is effectively accomplished, it is potential to calculate highly positive results for the organization’s performance, approach toward work, inner motivators and participation symbolize the major stimuli for better determination, and performance at work. On the other hand, in situation the stressor is not removed, no opposite-stress procedures will work. This reality has also been assessed in the simulation on the illustration of loyal workers, crewmembers’ absenteeism because several motives (immoral behavior of other organization participants, incapability to live for a sufficient time with their families). Along with the solutions presented to crewmembers too much workload complaining, severe physical stress and raised rate of syndromes the most effective one preferred is the beginning of training programs intended at supervision the physiological, muscular and psychological stress issues. This choice encourages the assumption of managing pressure that contains other work plans and health or fitness training programs (Jex & Britt, 2008).

The examination of the current simulation supposes using different theories of stress management and motivation, which are of main concern for those coping with theoretical and feasible concerns of worker performance management. The major concern that should regulate the review must be the piece of evidence that stress exists in any kind of work and it impacts the worker performance pessimistically. For this purpose a set of useful methods to decrease stressors’ impact on workers should become an essential aspect of any organization’s HR policy.

Because encouragement is the major desired objective of HR managers, they must aware about the fact that outside motivation of employees in the shape of intangible and tangible incentives, managerial reward, etc. are currently has low value for the workers. The others will be much more fruitful at workplace in case the atmosphere in which they perform is encouraging and constructive for them, e.g. they go through interior motivation. Stress influences the worker behavior, which can’t be alleged individually from performance any more – the overwhelming impact of the internal situation of the worker on his/her efficiency has previously been totally proven.

 

Conclusion

Any firm should follow the strategy of simultaneous amplification of motivators significant for every particular worker and of decrease of stressors’ result through such plans as family-friendly advantages, work schedules of alternative nature, programs of health, etc. They are all intended to appropriate the requirements of individual groups of employees and allow more liberty and flexibility of will in any organization, which is extremely encouraging for all workers without exception (Jex & Britt, 2008). Proper attention to these characteristics of the company’s performance, the company will attain extraordinary encouragement and satisfaction of job, engagement of strong team and an essential direction for superior functioning, which is the objective of any HRM program in the organizational – the theory of self-determination shows the most effective in the current context.

 

 

References

Jex, S.M., & Britt, T.W. (2008). Organizational Psychology. A scientist-practitioner approach (2

ed.). New Jersey: John Wiley and Sons.

 

Sisaye, S. (2001). Organizational change and development in management control systems:

Process innovation for internal auditing and management accounting. New York: Emerald Group Publishing.

 

Smith, J. (2004). Organizational Psychology. New York: Wiley and Sons.