Factors Affecting the Performance of Employees Research Paper

Factors Affecting the Performance of Employees - Research Paper Example The human resource policies and strategies of an organization are the key determinants of employees’ performance (Armstrong, 2006). For example, in my previous employment, there were various incentives such as Christmas bonuses to employees, which aimed at motivating employees. Despite the human resource policies and strategies, the interrelationships of various departments of the organization, inter-organizational relations, and demographic factors have an impact on employees’ performance. According to Armstrong (2006), human resources are valuable assets for an organization. Understanding the issues, which influence worker performance, may be key to enhancing employee’s productivity and morale. Organizations formulate strategies for providing an excellent work environment in order to attract and retain the best employees. These strategies should address those factors that affect the performance of workers. These factors may be within or outside the company, inc luding those factors emanating from the employee’s personal lives. The paper will discuss the following factors as determinants of employees’ performance. These factors include ability, knowledge and skills, feedback, environment, standards, and motivation.  Ã‚  Motivation is the key to an effective organization to sustain the stability of the work in a strong way and help the survival of the organization. Motivation is discovering a requirement inside the workers and assisting to attain it. Motivation enables employees to widen their skills to meet the organizational objectives. Motivation drives human beings to achieve their objectives and company objectives through each challenge and limitation they experience in their workplace. The need of accomplishment leads in a desire to put extra effort to have something done better and the desire for success. There are three internal forces that influence an individual’s behavior; direction, intensity, and persisten ce. In terms of direction, motivation is directed by objectives while in terms of intensity, it is the amount of effort allotted. In terms of persistence, it is the time and effort applied. The following are the five main approaches of motivation; Maslow’s need hierarchy theory, Adams’ equity theory, Vroom’s expectancy theory, Herzberg’s two-factor theory, and Skinner’s reinforcement theory (Herzberg, 1987). Maslow points out that there are five levels of employee needs; safety, physiological, ego, social, and self-actualizing. Maslow observed that employees are motivated when their low-level needs are satisfied first before the next high-level needs. Herzberg’s study classified motivation into two factors; hygiene and motivators. Intrinsic or motivator factors, such as recognition and achievement lead to job satisfaction. Extrinsic or hygiene factors, such as level of remuneration and degree of job security generate job dissatisfaction. Vro om’s approach is based on the idea that worker effort will result in performance, which will result in rewards. The rewards can be either negative or positive. The more positive the prize the more probable the worker will be extremely motivated (Armstrong, 2006). On the contrary, the more negative the prize, the less probable the worker will be motivated.  Ã‚  

Consensual Relationship Agreements Research Paper

Consensual Relationship Agreements - Research Paper Example This research will begin with the statement that romance at the place of work is expected to happen because the offices consist of individuals who share common interests and relate with one another on a daily basis. Therefore, it is vital for the managers to accept this situation and embrace it, but at the same time implementing policies that will address office romance. Most companies do not have workplace romance policies, as they forbid the romance itself, since they view office romance as a contributing factor to conflict of the organization’s interests, especially in a hierarchical aspect where a boss may be dating a subordinate. The consensual relationship agreement (CRA) involves the two individuals acknowledging that their relationship is voluntary and promising to behave professionally while at the place of work. They also agree to behave ethically, therefore not offending other employees with their behavior; favoritism between them is discouraged. Moreover, the invol ved parties at the workplace are required to sign the consensual relationship agreement and abide by its rules and regulations. However, workplace romance can at times compromise the employees’ concentration, especially when the two lovebirds work in the same place. According to Amaral, the mixture of genders in the places of work and time spent together creates room for growth of romantic feelings towards the employees, which yields to significant consequences. Most managers are sued by their employees for sexual harassment and failed relationships. Therefore, CRA works as a savior for employers in such situations. In addition, a relationship that has the potential of yielding to a lawsuit is not worth it; therefore, CRAs creates a balance between individual interests. According to Amaral, office romance has serious repercussions such as low productivity, as other employees believe that the boss is favoring his partner who is an employee. Therefore, the author would recommen d the use of consensual relationship agreements, as their rules oppose favoritism and encourage professionalism. Upon signing this agreement, the involved parties are expected to comply with the rules and regulations of the CRAs. Consensual relationship agreements also reduce legal issues associated with sexual harassment. Upon signing a consensual relationship agreement, the parties attest that they are in the relationship voluntarily, and therefore, sexual harassment is out of the question. In addition, CRA ensures that a relationship ends amicably, without involving lawsuits. To regulate office romances, consensual relationship agreements are essential; not many employees and employers wish to sign the contract, and as a result, their relationship is not allowed. Therefore, the organization is not liable for any negative outcomes. The consensual relationship agreement makes it difficult for an employee to claim that the relationship was unwelcome, especially if the relationship g oes sour since he/she signed the agreement voluntarily. In addition, CRA ensures that the involved employees are governed by a no-harassment policy, and therefore, reducing the lawsuits associated with sexual harassment.