Role of Employee Motivation in Commitment,

Retention and Performance

SUBMITTED BY
Safdar Ali
Ishtiaq Ahmed
Sidra Shafi
Faisal Nawaz
M. Sharjeel

SUBMITTED TO
Sir, Muhammad Sufiyan


Quaid-i-Azam School Of Managment Sciences

ACKNOWLEDGEMENTS

The first and foremost thanks goes to Almighty Allah; Al Rehman; Al Raheem for giving us the
strength and courage to overcome all the problems in this project work and enabling us to
complete this project work on time successfully.
We would like to express my sincere gratitude to my Instructor, Sir, MYHAMMAD SUFIYAN
for his valuable knowledge, cooperation, guidance, excellent advice, moral support and his
valuable time.

Contents
1. INTRODUCTION .................................................................................................................................... 6
1.1 Purpose of the study ..................................................................................................................... 6
1.2 The objectives of the research are: .............................................................................................. 6
1.3 Employee performance................................................................................................................. 7
1.4 Relationship between motivation and employee commitment, retention and performance. .... 7
2. MOTIVATION ........................................................................................................................................ 7
2.1 Motivation as a process ................................................................................................................ 8
2.1.1 NEED ...................................................................................................................................... 8
2.1.2 DRIVE ..................................................................................................................................... 8
2.1.3 GOAL ..................................................................................................................................... 8
3. TYPES OF MOTIVATION ........................................................................................................................ 8
3.1 Intrinsic Motivation ....................................................................................................................... 8
3.2 Extrinsic Motivation ...................................................................................................................... 9
4. DIFFERENT AUTHORS VIEW ABOUT MOTIVATION .......................................................................... 10
4.1 Maslow's Hierarchy of Needs: .................................................................................................... 10
4.2 Frederick Herzberg's two-factor theory: ..................................................................................... 11
4.3 Alderfers ERG Theory ............................................................................................................... 12
4.4 Expectancy Theory ..................................................................................................................... 12
4.5 Edward L. Deci and Richard M. Ryan, ....................................................................................... 13
5. HISTORICAL PERSPECTIVE OF MOTIVATION...................................................................................... 13
5.1 Be tough approach or the forces of darkness: ........................................................................ 13
5.2 Be good approach or the forces of light: ................................................................................. 14
5.3 Total Quality Management and Reengineering 1980s And 1990s ............................................. 14
5.4 Reengineering: the rise and spread of a promising idea: ........................................................... 15
6. IMPACT OF FINANCIAL & NON-FINANCIAL INCENTIVES ON EMPLOYEE MOTIVATION AND
PERFORMANCE. .......................................................................................................................................... 15
6.1 Financial incentives to Motivation and Employee performance ................................................ 16
6.3 Non Financial: ............................................................................................................................. 17
6.3.1 Job design to motivation and performance ........................................................................ 17
6.3.2 Participation to motivation and performance .................................................................... 17
6.3.3 Goal setting to motivation and performance ..................................................................... 18
7. ORGANIZATIONAL COMMITMENT: ................................................................................................... 19
7.1 Role of Motivation in Commitment and Retention of Employee in an Organization................. 19
7.2 How committed employees can contribute into organizational performance: ......................... 20
7.3 The Nature of Commitment: ....................................................................................................... 20
7.3.1 The Fast Track to Commitment ........................................................................................... 20
7.3.2 Affective commitment: ....................................................................................................... 21
7.3.3 Continuance commitment: ................................................................................................. 21
7.3.4 Normative commitment: .................................................................................................... 22
8. RETENTION AND ORGANIZATIONAL PERFORMANCE ....................................................................... 23
8.1 Role of motivation to retain and boost Employees performance: ............................................. 23
8.2 Motivation as staff retention: ..................................................................................................... 23
8.3 What is employee turnover? ...................................................................................................... 23
8.3.1 Voluntary turnover: ............................................................................................................ 23
8.3.2 Involuntary turnover: .......................................................................................................... 24
8.4 How employee turnover affects organizational performance in terms of high cost: ................ 24
8.5 Why people leave organizations: ................................................................................................ 24
8.6 What organizations can do to get rid of these situations? ......................................................... 24
8.6 Motivational Factors Influencing Employee Retention to increase organizational performance. . 25
8.6.1 Financial Rewards: ............................................................................................................. 25
8.6.2 Job Characteristics: ............................................................................................................ 26
8.6.3 Career Development: .......................................................................................................... 26
8.6.4 Recognition: ........................................................................................................................ 26
8.6.5 Management: ...................................................................................................................... 26
8.6.6 Work-Life Balance: ............................................................................................................. 26
8.6.7 Organizational Culture: ...................................................................................................... 27
9. PSYCHOLOGICAL FACTOR AFFECTING EMPLOYEE RETENTION: ........................................................ 27
10. THE IMPACT OF ETHICAL LEADERSHIP AND LEADERSHIP EFFECTIVENESS ON EMPLOYEE
PERFORMANCE. .......................................................................................................................................... 28
10.1 The Mediating Role Of Work Related Stress On Organizational Performance. .......................... 28
10.2 Role Of (Pos) Perceived Organizational Support On Employee Commitment, Retention And Its
Performance. .......................................................................................................................................... 29
11. EMPLOYEE ENGAGEMENT IN PERFORMANCE. ............................................................................. 30
11.1 Evolution of employee engagement and its definition: ............................................................. 30
11.2 Drivers of Employee Engagement ............................................................................................... 30
11.3 Role of Employee Engagement and Organizational Performance .............................................. 30
11.4 Employee Engagement Human Resource Perceptive in Organization Commitment. ................ 31
12. PROBLEMATIC EMPLOYEES: ........................................................................................................... 33
12.1 Recognizing problematic employee: ........................................................................................... 33
12.2 How to motivate problematic employee: ................................................................................... 34
12.3 Motivation of problematic Employees in Short Term: ............................................................... 34
12.4 Motivation of Survey problematic employee Employees in Long Term: .................................... 35
12.4.1 Proper Resource Management and Job Design: ................................................................. 35
12.4.2 Life-long Learning Programs: .............................................................................................. 35
12.4.3 Open-entryway Communication: ........................................................................................ 36
12.4.4 Effective Rewarding System: ............................................................................................... 36
12.4.5 Diverse and Contingency Style of Leadership Working: ..................................................... 36
12.4.6 Empowering and Valuing problematic employees: ............................................................ 37
12.5 Motivating problematic employees for improvement of organization goals: ............................ 37
12.5.1 Management commitment: ................................................................................................. 37
12.5.2 Employees empowerment of problematic employees: ...................................................... 38
12.5.3 Reward to problematic employees: ..................................................................................... 38
12.5.4Feedback of problematic employees: ........................................................................................ 39
13. CONCLUSION .................................................................................................................................. 40
14. REFERENCES: ................................................................................................................................... 41







1. INTRODUCTION
Employee motivation is an important part of managing employees. This is because motivation
can be directly linked to job performance. Managements basic job is the effective utilization of
human resources for achievements of organizational objectives. Motivating your employees is
critical to any business because there is a competitive environment between the various business
organizations so all companies are trying to manage their costs to retain their critical employees
through motivation. Employee motivation is one of the main issues faced by every organization.
So the main task of every manager is to motivate employees and create the will to work among
the employees. It is important to remember that a worker may be much capable of doing some
work but we cant get good results if he is not willing to work. There is simple relationship
between motivation and employee performance, employees would perform better when they are
positively and consistently motivated on the other hand Employees who are not well motivated
would not engage them in their job and wont perform well or leave the organization.
Motivation is directly related to performance. A motivated workforce means a good productive
staff, which will help organizations to achieve its goals. Before making a motivational strategy,
first management should understand what motivates employees? And what drives them to their
optimal performance? It will make easy for management to develop programs that are to be best
to motivate and retain the best employees for their organization.
1.1 Purpose of the study
The study sought to establish the relationship between motivation and employee performance
through retaining and engaging the employees within organization.
1.2 The objectives of the research are:
To inspect the motivational practices utilized from the part of companies.
To establish the relationship between motivation and employee performance.
To evaluate financial & non financial incentives used by management to encourage
employees at work.
To assess how reward system motivates workers.
To explore Dynamics of problematic employees and how to motivate them.
To investigate changes brought by a satisfied employee in a company.
1.3 Employee performance
Employee performance refers to the efficiency and effectiveness of employees in achieving
organizational objectives. (kootz et al., 1990) Employee performance can be evaluated by
considering the level of absenteeism, quality of reports, and time of reporting for and leaving for
duty.
1.4 Relationship between motivation and employee commitment, retention and
performance.
There is simple relationship between motivation and employee performance, employees would
perform better when they are positively and consistently motivated on the other hand Employees
who are not well motivated would not engage them in their job and wont perform well or leave
the organization.
The purpose of motivation is to create condition in which people are willing to work with
enthusiasm, Interest, initiative, and zeal, with a high individual and group moral satisfaction with
a sense of responsibility.

2. MOTIVATION
The Word Motivation is derived from the word motive which means needs, wants, desires or
drives inside the individuals. It is the process of stimulating people to actions to accomplish the
goals. It can be considered as a driving force a psychological force that compels or reinforces an
action toward a desired goal
Or
Internal and external factors that stimulate energy and desire in people to be frequently interested
and dedicated to a job role and to exert an effort to attain a goal. Motivation results from the
interaction of both conscious and unconscious factors.
a. Intensity of desire or need,
b. Incentive or reward value of the goal,
c. Expectations of the individual and of his or her peers.
These factors are the reasons one has for behaving a certain way.
As a theoretical perspective, motivation stands for something which "energizes, directs, and
sustains behavior." In simple terms, it is the degree and type of effort that an individual show in a
behavioral situation. But we cannot consider motivation as sheer amount of effort. It also has
link with the direction and quality of that effort.
2.1 Motivation as a process
Motivation is a process that starts with a physical and psychological deficiency and creates a
need that triggers human effort to drive for the goal achievement.
It consists of three interacting and interdependent elements.
NEED DRIVE GOAL
2.1.1 NEED
Human needs arise due to a physiological and psychological imbalance for example need for
food, hunger & thirst, sleep, sex, affection & affiliation, education, health, wealth, status, fame,.
2.1.2 DRIVE
Drive decides the path or direction to materialize the needs. Right drive may result in
achievement of the desired goals
2.1.3 GOAL
And end of motivation cycle, goal achievement restore motivation & vice versa.
3. TYPES OF MOTIVATION

3.1 Intrinsic Motivation

Intrinsic Motivation implies that the singular's motivational jolts are hailing from inside. The
distinctive has the longing to perform a particular undertaking, in light of the fact that its comes
about are as per his conviction framework or satisfies a craving and consequently criticalness is
joined to it.
Our profound established cravings have the most astounding motivational force. Beneath are a
few samples:
Acceptance:
We all need to feel that we, and in addition our choices, are acknowledged by our
associates.
Curiosity:
We all have the yearning to be aware of present circumstances.
Honor:
We all need to admiration the standards and to be moral.
Independence:
We all need to feel we are interesting.
Order:
We all need to be composed.
Power:
We all have the yearning to have the ability to have impact.
Social contact:
We all need to have some social collaboration.
social Status:
We all have the yearning to feel critical.

3.2 Extrinsic Motivation

Extrinsic Motivation implies that the individuals motivational stimuli are originating from
outside. As such, our yearnings to perform an errand are regulated by an outside source. Note
that in spite of the fact that the jolts are hailing from outside, the aftereffect of performing the
undertaking will at present be remunerating for the singular performing the assignment.

Outward inspiration is outside in nature. The most well-known and the most faced off regarding
cause is cash. Beneath are some different illustrations:

Employee of the month grant
benefit packages
Bonuses
Organized activities
4. DIFFERENT AUTHORS VIEW ABOUT MOTIVATION
The earliest theory of motivation was proposed by the Greek philosopher Aristotle. Aristotle
suggested that motivation was the result of an "appetitive" function, which always operated
relative to some end or outcome. According to him, this "end" was shaped by the thought
processes of ongoing perception, memory or imagination. He argued
It is the object of appetite which originates movement, this object may be either the real
or the apparent good...To the thinking soul images serve as if they were contents of
perception...just as if it were seeing, it calculates and deliberates what is to co
+me by reference to what is present; and when it makes a pronouncement, as in the case
of sensation it pronounces the object to be pleasant or painful, in this case it avoids or
pursues.
"We do have different temperaments and different personality styles when we're born, but
research shows that clearly our behavior, personality and motivation can be shaped," said
psychologist, business consultant and author Paul White. "If you think of the word 'motivate,' the
root is 'motive' -- which is a reason to act. When we're trying to motivate someone we're trying to
give them a reason to act."
According to white there are two broad categories of motivation proactive motivation, where
you're trying to reach a goal, and fear-based motivation, when you're trying to avoid something.
4.1 Maslow's Hierarchy of Needs:
Maslow's (1954) hierarchy of needs theory exhibits two characteristics. First, needs are arranged
in an ascending hierarchy ranging from (1) physiological (2) security needs to higher needs
classified as (3) love or belongingness, (4) self-esteem, and (5) self-actualization. Second, the
satisfaction of a lower ranking need means that the individual is motivated by the next higher
need, since a satisfied need is no longer a motivator. According to Maslow, people are motivated
by unsatisfied needs.

1: physiological needs:
includes hunger, thirst, shelter, sex, and other body needs.
2: Safety needs:
includes Security and protection from physical or emotional harm.
3: social needs:
Affection, belongingness, acceptance, and friendship.
4: esteem needs:
internal factors such as self respect, autonomy, and achievement, and external factors such as
status, recognition, and attention.
5: Self actualization:
drive to becoming what we are capable of becoming includes growth, achieving our potential
and self fulfillment.

4.2 Frederick Herzberg's two-factor theory:
Intrinsic/extrinsic motivation, concludes that certain factors in the workplace result in job
satisfaction, but if absent, they don't lead to dissatisfaction but no satisfaction. According to
Herzberg an individuals relation and attitude towards work can determine success or failure.
Herzberg further stated that certain characteristics are related to job satisfaction and others to job
dissatisfaction. Intrinsic factors, such as advancement, recognition, responsibility and
achievement are related to job satisfaction. Job dissatisfaction is a result of extrinsic factors;
Supervision, pay, company policies, and working conditions. Herzberg finally states that a job do
not get satisfying by removing dissatisfying factors and therefore dissatisfaction is not the
opposite of job satisfaction.
Hygiene Factors Motivators
Job Environment job related
Working conditions Achievement
Salary Recognition
Policies and administration Growth and advancement
Supervision Responsibility
Benefits Peer relationships
In Herzbergs study the previous task-related motivators resulted in positive attitudes:
recognition, achievement, possibility of growth, advancement, responsibility and work itself.
Herzberg suggests that motivation is similar to an internal self-charging battery. For employees
to become motivated the energy has to come from within. Herzberg argues that motivation is
based on growth needs; it is founded upon satisfaction born of a sense of achievement,
recognition for achievement, responsibility and personal growth. Herzberg suggest that
recognition for achievement is translated into direct feedback, responsibility to self-regulation,
authority to communicate, exercise of control over resources and accountability, whilst
advancement and growth is translated into the central dynamic of new learning leading to new
expertise.

4.3 Alderfers ERG Theory
Alderfer, expanding on Maslow's hierarchy of needs, created the ERG theory. This theory
classifies core needs into three groups Existence, Relatedness, and Growth. The Existence group
is concerned with providing our basic material existence requirements. These comprise the items
that Maslow considered to be physiological and safety needs. The Relatedness group includes the
desire we have for maintaining important personal relationships. These social and status desires
require interaction with others if they are to be satisfied, and they align with Maslow's social
need and the external component of Maslow's esteem classification. Finally, Alderfer isolates
growth needs as an intrinsic desire for personal development. These include the intrinsic
component from Maslow's esteem category and the characteristics included under self-
actualization.
4.4 Expectancy Theory
Victor Vroom proposed the Expectancy Theory in 1964.which was modified by the Lyman
Porter and Edward Lawler in 1968. Expectancy theory suggests that employee motivation is the
result of three factors: valence (employee's desire to achieve the goal), expectancy (employee's
confidence in task completion) and instrumentality (employee's belief that there will be a reward
upon completion). The theory suggests that if there is lack of desire, confidence or reward it
could result in to decrease in productivity. After Vroom, Porter and Lawler theory extended
theory by classifying two types intrinsic and extrinsic of rewards. Intrinsic rewards include inner
satisfaction, an employee feels after completing a project, and extrinsic rewards include external
forms for example remuneration, promotion or prizes an employee receives for job well done--
both Intrinsic and extrinsic rewards result an increase in productivity.


4.5 Edward L. Deci and Richard M. Ryan,
During the early nineties, proposed the theory of self-determination; focusing on the degree to
which an individuals behavior is self-motivated and self-determined. According to Deci and
Ryan, the three psychological needs motivate the self to initiate specific behavior and mental
nutriments that are essential for psychological health and well-being for an individual. These
needs are said to be universal, innate and psychological and include the need for competence,
autonomy, and psychological relatedness. When these needs are satisfied, there are positive
consequence (e.g. well being and growth), we're motivated, productive and happy. When theyre
thwarted, our motivation, productivity and happiness plummet. Deci and Vansteenkiste claim
that there are three essential elements to the theory:
1. Humans are inherently proactive with their potential and mastering their inner forces (such as
drive and emotions).
2. Humans have an inherent tendency towards growth, development and integrated functioning.
3. Optimal development and actions are inherent in humans but they dont happen automatically.
Whether this aspect of our humanity emerges in our lives depends on whether the conditions
around us support it. The main mechanisms of Motivation 2.0 are more stifling than supportive.

5. HISTORICAL PERSPECTIVE OF MOTIVATION

5.1 Be tough approach or the forces of darkness:
In the early 1900s, the forces of darkness projected and used their theory first. To motivate
people to work, they assumed that management should be tough. In this approach managers,
emphasizes such processes as centralized authority, rules and regulations, division of labor, clear
separation of staff and line employees, planning and control (usually more control than
planning), detailed record keeping, specialization, expertise and so on. This view is common to
three movements: the scientific management and classical management schools, and the
bureaucratic movement. These schools of thoughts produced machine theory of organization or
mechanistic theory. In machine theory, people are considered adjuncts to machines. Machine
theory assumes that people work primarily to earn money. Therefore, people will work only if
driven by fear of losing their jobs. It suggests that there must be close supervision. It must bring
out every rule and give the worker the narrowest possible range for discretion. Labor, so goes the
theory, can be bought and sold just like any other commodity and can be treated in the same
way. The be tough approach provides no incentive for workers doing more than the bare
minimum.
5.2 Be good approach or the forces of light:
After great depression the be good approach or the human relations school of management was
emerged. After the Second World War, this school of thought came into its own, building on the
work of Barnard, and the Hawthorne studies sponsored by Harvard University and directed by
Elton Mayo. The be good approach wanted to raise employee morale by providing good
working conditions, employee services, high wages, fringe benefits, with decent and fair
supervision. The supposition behind this approach was that if management was good to
employees, Employees would work harder out of gratitude and loyalty. The development of
satisfied employees would result in a more dedicated workforce willing to work harder.
However, the supposition that satisfied employees work harder was never confirmed by research.
In the words of March and Simon satisfied workers are motivated to participate but not
necessarily to produce (March and Simon, 1958). In the 1950s and 1960s, the human relations
movement made enormous progress and enlisted many followers. In America, universities
placed great emphasis on employee-centered aspects of leadership. Similarly, in England, the
Tavistock Institute focused its research on the relationship between type of task and group
preference.
5.3 Total Quality Management and Reengineering 1980s And 1990s
In the start of the 1980s American business started to falter. Productivity declined quality of
products and services deteriorated, and the trade deficit start to rise. For the first time, America
was finding it very hard to compete with Japan and other industrialized countries. The work
environment was changing rapidly. In this energetic context, motivation theory had to change
too, Dr W. Edwards Deming was promoting the TQM. The TQM crusade took root in the USA
with the airing of an NBC televised program in 1980 entitled If Japan can, why cant we? TQM
contained many of the beliefs of the human relations school, enough to be considered a true
successor of the be good approach. It promoted decent treatment of people, removal of quotas
and slogans, true employee empowerment and so on. In the 1980s, the TQM and socio-technical
systems concepts were implemented in many companies in America and abroad. But during
President Bushs recession years, the quality movement lost influence. Quality management
essentially became quality control, and macho managers fired their employees who had poor
quality measurements.
5.4 Reengineering: the rise and spread of a promising idea:
Reengineering seemed easy, rational, and practical. It was defined by its supporters as the
essential redesign of a companys business processes, reinventing the ways of doing business to
meet the demands of a modern economy. Its focus was on work processes. The benefits would
come from streamlining or eliminating bureaucratic measures and improving efficiency through
better, more comprehensive work processes. This also would increase job satisfaction through
the formation of multi-skilled teams who accepted significant responsibility. Although the
designers of reengineering always insisted that reengineering was about rethinking work, not
eliminating jobs, managers associated reengineering with downsizing. Reverting to an earlier
analogy, the idea was stolen by the forces of darkness as a new weapon against the forces of
light.

6. IMPACT OF FINANCIAL & NON-FINANCIAL INCENTIVES ON
EMPLOYEE MOTIVATION AND PERFORMANCE.

Financial incentives
What is the logic behind using financial incentives? And what is the impact of financial
incentives on employee motivation? The answer is the using financial or other monetary
incentives in the classic performance model are based primarily on the theoretical suggestion of
reinforcement theory. The main theme of reinforcement theory is on the relationship between the
desired behavior performance and a motivational instrument pay for performance and it is
used as basis for the techniques and principles and of organizational behavior modification
Organizational behavior modification is defined as a framework in which employee behaviors
are identified, measured, and analyzed in terms of their functional consequences existing
reinforcements and intervention is developed by using principles of reinforcement.
Organizations use different financial incentives to increase individual and group performance
and productivity. These types of financial incentives include individual and small group rewards,
profit sharing, gain sharing incentive plans.
6.1 Financial incentives to Motivation and Employee performance
Financial incentives increase motivation and employee performance moderate to significant, but
their efficacy is dependent on organizational conditions. Two recently conducted reviews of the
effects of organizational behavior modification show that financial incentives considerably
improve task performance. In 2003 Stajkovic and Luthans conducted meta-analysis of 72 field
studies the analysis prove that using financial incentives as organizational behavior modification
intervention improved task performance by 23 percent, while an intervention with social
recognition increased performance by only 17 percent and feedback improved performance only
10 percent. Moreover, the performance improved by 45 percent when all three types of
motivational reinforces were combined. A second meta-analysis was conducted by the aforesaid
authors centered on only on manufacturing and service organizations, they found that
performance improvements are generally greater when interventions introduced in
manufacturing organizations than when introduced in service organizations. Interestingly, these
authors also find that when combination of financial, nonfinancial, and social rewards produces
applied in manufacturing organizations it produced strongest effect.


Job Design

Job design has its roots in Frederick Herzbergs two-factor theory of motivation and his
directions for enriching jobs and then performance by incorporating satisfiers that are
associated to personal growth into work settings. These satisfiers include jobs designed to give a
sense of challenge or achievement. Recently, most work design attention is based on Hackman
and Oldhams (1980) job characteristics model. They suggest that jobs rich in motivating
characteristics such as task significance stimulate psychological states such as experienced
meaningfulness of work among job holders that, in turn, enhance the probability of desired
personal and work outcomes. For example, the significance of a task can activate a sense of
meaningfulness of work in employees that results in better performance.

6.3 Non Financial:
6.3.1 Job design to motivation and performance
Job design is an effective strategy to enhance the motivation and increases employee
performance. Job design and alternative work schedules proved to be useful strategies for
improving performance. Job redesign has been found to increase job satisfaction, productivity,
organizational commitment and work quality and reduces absenteeism employee turnover,


Participation
The classic performance model uses many terms to explain employee participation in the
workplace, such as employee involvement, employee empowerment and participative
management, Glew. Et. al defines participation as a conscious and intended effort by
individuals at a higher level in an organization to provide visible additional role or role-
expanding opportunities for individuals and groups at a lower level in the organization to have a
greater voice in one or more areas of organizational performance
6.3.2 Participation to motivation and performance
Participation has a significant positive impact on employees motivation, performance and
employees reactions to the organization. Generally participation results in more satisfaction with
organizational processes, decisions and stronger commitment to the organization. Employees
who have a feeling of more control at work are more, more motivated, satisfied and more
committed to the organization. Although Participation has a positive impact on employees
performance but some authors suggest that there is limited impact participation on employee
performance. In (1994) Wagner from his meta-analysis of participation research concluded that
participation has positive but limited effect on employee performance. Because Decision
processes in which there is limited employee involvement have limited results on performance

Goal Setting
Goal setting involves establishing clear standards for employee performance and providing
feedback to the employee regarding the extent to which the standards have been achieved. Goal-
setting theory suggests that when goals are conscious and well-specified identified as the
objective of an action to achieve a particular standard of performance affect the actions of
employees.

6.3.3 Goal setting to motivation and performance
Challenging and specific goals are supposed to improve the performance of employees. Various
researches on Goal-setting suggest that for specific and challenging goals are linked with higher
levels of performance. On the other hand same research also suggests that narrow goals and
potentially conflicting goals may result decrease in performance. When challenging goals are
established these can stimulate high performance, but the research suggests that the complexity
in goals can also bring motivational challenges. Task complexity, the dynamic and
interdependent nature of tasks, can have significant implications for the goal and performance
relationship. In 2002 (Locke and Lathans ) suggested that Setting difficult goals may result in
decreased performance, while setting do-your-best goals or goals that support employees to
explore strategies to tackle the task may increase performance. The experience and knowledge of
the employee and the strategies needed to complete the task can influence the goal and
performance relationship. The goal and performance relationship becomes strongest when
employees are committed to their goals and receive monetary or other incentives and feedback
related to the accomplishment of goals. In 1999 Ambrose and Kulik suggested that Challenging
goals can be enhance performance when employees are committed, give input, perceive
incentives for achieving them and receive feedback.




7. ORGANIZATIONAL COMMITMENT:
Numerous meanings of organizational commitment are found in the literature. Bateman and
Strasser state that organizational commitment has been operationally characterized as
"multidimensional in nature, including a worker's devotion to the organization, readiness to push
exertion for the benefit of the organization, level of objective and esteem congruence with the
organization, and desire to keep up engagement" (p.95). Mowday, Steers, and Porter
7.1 Role of Motivation in Commitment and Retention of Employee in an Organization.
In the duration of 1988-2000, the organizations faced a lot of difficulties in attracting and
retaining the employees in their organization with those skills which were needed for their work.
In 2001, when economic downtrend took place, it forced most of the organizations to bring to an
end its business or reduce its number of employees. In the past year alone we see that a million
of U.S jobs have been removed departure a picture of lost trust, eroded loyalties, financial
demise, growing employee cynicism and diminished productivity.

The purpose of the motivation is to high lights the issues of employees and discovers how to
overcome these issues of employees which increase the productivity of business results. These
issues can be resolved by solving the problem of retention.
The working population is divided into three categories which are: people who are engaged
(loyal and productive), those who are not engaged (just putting in time), and those who are
actively disengaged (unhappy and spreading their discontent).It is difficult for an organization to
fulfill the needs of three categories in a same way and use them in a productive manner so its
uses different motivational tools for different categories. These tools are acknowledgment and
response, the prospect to gain knowledge and grow, fair reward reflecting an employees
contributions and value to the organization, a high-quality work environment, and above all,
recognition and admiration for the distinctiveness of each persons competencies, needs, desires
and style.
Now a day the role of manager is very important. He faced vibrant and unpredictable work
environment marked by continued turbulence in the economy. He performs more tasks then the
old manager to motivate and retain their employee because employee motivations, beliefs and
value structures differ vastly from the past and from one another. For this purpose manager have
to deal with his employees one at a timeasking questions of, listening to, and working together
one-on-one. There it is said that a good manager is that person who find the talent in their
employees and satisfy their talent employees with good working conditions because satisfaction
is a key element for the employee decision whether he leave the organization or stay in the
organization.
Specifically the role of manager is a catalyst in an organization. He doesnt do the special kind of
work but he speeding up the work of their employees in this manner to achieve the goals of an
organization in a good way through motivation. If all the managers of an organization play this
role in an effective manner then the organization becomes strong, one employee at a time.
7.2 How committed employees can contribute into organizational performance:

Managers and other key employees should possess an understanding of the value of worker
commitment and how it can be achieved. Policies and activities to promote staff loyalty and
stability should be incorporated into the culture and everyday life of the organization. Fully
committed employees have a wish to maintain association in the organization.

7.3 The Nature of Commitment:
Commitment has been defined as the strength of an individuals identification with and
involvement in an organization (Mowday et al., 1979). The concept can be broken down into
three components:
i. A desire to maintain association in the organization
ii. A belief in and acceptance of the values and goals of the organization
iii. A willingness to put forth effort on behalf of the organization.

7.3.1 The Fast Track to Commitment
In order to get employees committed rapidly. Employees should feel emotionally involved to the
organization; feel that leaving would involve a personal sacrifice and that they have an obligation
or responsibility to stay.

7.3.2 Affective commitment:
The employees emotional attachment to his or her organization. New starters have willingly
selected the organization. They came through appropriate process and resigned from previous
job. They are incoming in their new place of work full of enthusiasm and hope, and if the
subsequent elements are positive, they will quickly build up that all-important attachment.
7.3.2.1 Group cohesion
Fitting in with the team or with colleagues is significant to the development of an emotional
attachment at work. Social events, culture of co-operation, rather than competition, and
teambuilding activities will all help out in making the new starter feel at home.
7.3.2.2 Dissatisfaction Conflict with managers and supervision
a general cause for resignations is the feeling that managers are not providing fitting leadership,
Or treating employees unfairly or discriminating their staff. Team leaders and Managers ought to
be selected for their leadership qualities, methods, receiving training in leadership skills of
resolving conflict, and senior management.
7.3.2.3 Feedback on performance
Employee should be clear about their responsibilities and performance standards, given positive
feedback on their performance and its assessment that is fair.

7.3.2.4 Employee involvement Participation
Making employees feel that your ideas and opinions are valued. Employee should be informed
about the future plans and changes and discussing their implementation.
7.3.3 Continuance commitment:
An employees perception of the costs and risks related with leaving his or her existing
organization. There are two aspects to continuance commitment: the own sacrifice that leaving
would involve and a lack of alternatives available to the person. How then can the employer
compete with other employers for their employees affections?
7.3.3.1 Pay
It should be fair with internal labor market and competitive with external one. Clear explanations
should be provided concerning the relationship between performance and reward. They should
be reviewed and compared regularly with other employees.
7.3.3.2 Career development
Dissatisfaction with career prospects is a key reason of employee turnover and his or her bad
performance within organization.
7.3.3.3 Flexible work options
Keeping in view the work-life balance, most of the organizations have provided friendly working
environment and family friendly policies. In the shape of workshops aimed at achieving a better
work-life balance, gradual return to work programs for maternity leaves, advisory service for
children etc.
7.3.3.4 Employee benefits
The basic purpose is to reward the loyalty of employee to make their performance longer
and productive for the organization. It can differ at different hierarchal levels for different
employees. Such as; Car and private medical facilities for upper level of managers. And
for majority of employees cafeteria benefits which may involve employees to choose
from them.
7.3.4 Normative commitment:

A moral aspect based on a persons felt obligation and responsibility to his or her employing
organization. A feeling of obligation and responsibility to the employer will differ between
individuals, given alike circumstances. Individuals who have been in a job by their organization
for many years would resign today if they could afford to retire or find another job, while some
individuals who have only been with their company for a short time are embarrassed if they have
to resign for unavoidable reasons. The elements which might help to increase a feeling of
obligation include;
7.3.4.1 J obs
job should be rewarding. It should be designed to make the most of skill variety, autonomy, task
significance and feedback should offer opportunities for learning and development.
7.3.4.2 Training.
If new employees are not given a proper time and counseling in terms of training regarding their
work. They may observe that their employer has not fulfilled their duty or responsibility to them
if theyre not capable to carry out the work.

8. RETENTION AND
ORGANIZATIONAL PERFORMANCE
8.1 Role of motivation to retain and boost Employees performance:
All organizations come across the issue of motivation whether they are in the public or a private
sector. Organizations in both sectors have objectives which can only be achieved by going
through the right track and motivating the employees to get the desired result through the process
of motivation. Employee motivation is perhaps the biggest driver of organizational performance.
Towers, P. (2003)
8.2 Motivation as staff retention:

Retention is the process of actually keeping employees in an organization as it is one of the key
essentials that are compulsory for organizational achievement. But it is not the easy task to
achieve fully. It needs hard work and assessment of opportunities and strength in relation to
weaknesses and threats of organization. The big problem among of them is an employee
turnover.

8.3 What is employee turnover?
Employee turnover refers to, when an employee engaged in a certain position in a
company who leaves that position after a certain period. It is the rotation of workers around
the labor market; occupations and jobs, firms, and between the states of employment and
unemployment.
Turnover comes in two types.

8.3.1 Voluntary turnover:
When employee or staff ask voluntarily to end the employeremployee relationship due to
factors such as benets in terms of fringe benefits, salary, and work environment.

8.3.2 Involuntary turnover:
Involuntary turnover is one in which employee or staff who do not leave voluntarily; the
most familiar example of this is when an employee is red or given severance pay.

Voluntary turnover contribute to loss of human capital and relational capital for the
company, as well as a loss of employee expertise.
8.4 How employee turnover affects organizational performance in terms of high cost:

When Employee leaves the job, what organization lost?
organization lost not only worker, but also lost the consumers & client, information of
production, existing projects, rival and precedent history of the organization. When the
employees shift they not only take skills and knowledge but also trade secrets with the rivals.
Organization Research reveals that the cost of replacing of previous employees with new is
estimated up to two times the employee yearly salary.
Along these, organization also bears the other different costs due to employee turnover.
Separation
Temporary replacement
Recruitment & selection
Induction & training costs.

8.5 Why people leave organizations:
follow a line of investigation into the major factors that cause employees to leave can be
inappropriate-ate recruiting processes (Lo and Lam). In many cases, still engaged employees
are at times dissatisfied with the outcomes of organizational performance which may show the
way them to look somewhere else. A part from this People leaves their jobs for different reasons
health, family, other personal reasons, career moves and retirement.
8.6 What organizations can do to get rid of these situations?
In future the major gains will come from scientifically improving an organizations
intrinsic reward procedure making the work itself so pleasing and stimulating that
employees themselves wont want to leave.
It can be explained through,
Why employees stay?
When employees do stay?
And why they decide to engage or not with their job and with the organization.

8.6 Motivational Factors Influencing Employee Retention to increase organizational
performance.

Keeping in view the human psyche, there can be allot of different factors for different employees
within an organization to keep them retain and engage in organizational framework to boost their
individual performance, and in last it will contribute towards the organizational performance.
Some of them factors are given below.

8.6.1 Financial Rewards:
An employee reward plan is one technique of motivating employees to change work routines and
key behaviors to benefit an organization. In todays economic times, financial reward such as
money is yet the prime motivation that causes employee to do better work. Actual level of pay is
less significant than feelings regarding pay raises and the process used to administer them.
According to Farris, just the once recognition awards are not effective in preventing turnover,
rather small non-cash rewards and good old fashioned permanent salary increases were the most
effective in decreasing the probability of turnover.







8.6.2 J ob Characteristics:
It builds on the assumption that people do not just work for the money but also create purpose
and satisfaction in their life. However, frequent-based performance of tasks, the possibility of de-
motivation and turnover are comparatively high. When employees view their tasks as
challenging with opportunities for learning and information on exchange, they are also with a
reduction of likely to leave.
8.6.3 Career Development:
Development is now considered as getting new skills and taking benefit of many different
methods of learning that benefit employees and the organization equally. If an organization does
not identify the individuals need and wish to grow, then development becomes a main reason
for resignation. Career development training opportunities given by employers reduced turnover
intentions.
8.6.4 Recognition:
It is proved through research that every employee has a need to be commended and recognized
and the more frequently they get it, the better. Being recognized for doing a good job makes
individuals feel better about themselves and the organization for they work for ensuring more
loyalty. Organizations should prioritize employee recognition to create a positive, productive and
innovative organizational climate.
8.6.5 Management:
Management practices have a direct effect on employee turnover. These factors are the most
influential:
Scheduling off-duty employees to work,
Limited training time
Non-competitive pay rate
poor employee communication
A quality manager will encourage the employees to work harder and they will motivate
employees to stay with the organization.
8.6.6 Work-Life Balance:
In the modern lifestyle, 24 hours per day is not sufficient to deal with work and personal
everyday jobs. Work-life balance has become a pre-dominant issue in the workplace particularly
in the society full with conflicting responsibilities and commitments. Facilitating a good work-
life balance is one of the retention factors. The conflict between work and career on the one hand
and private life on the other is at this time assuming large extent in our society.
8.6.7 Organizational Culture:
Company culture is a factor that may go ahead to staff turnover. A difference between an
employee's values and company's values is a common cause.
The culture of a company consists of its
leadership style
feedback methods
recognition programs
Work methods.
For example, Company X might give promotions to workers with seniority, while Company Y
might promote workers who produce strong performance results.
9. PSYCHOLOGICAL FACTOR AFFECTING EMPLOYEE RETENTION:

Role of Psychological contract in employee retention, and its performance.
To be aware of the effectiveness of these retention factors, it is essential to relate them to
employees views on their importance and actual delivery by their employer. This practice is
known as psychological contract. It is an unwritten set of expectations that exists between an
employee and the employer. They come out when individuals believe that their organization has
promised to offer them with certain inducements in return for the contributions they make to the
organization. For instance, one study discovered that as many as 50% of MBA graduates in the
Midwestern U.S. Management School believed that their employers had broken their
psychological contracts within the first two years of employment.

10. THE IMPACT OF ETHICAL LEADERSHIP AND LEADERSHIP
EFFECTIVENESS ON EMPLOYEE PERFORMANCE.

Ethical and effective leadership can overcome the shortcomings of the stress, effective leadership
may form the relationship with human resources and they give them such a feeling as they care
for them (Seval Aksoyc Alpkand). When the employee knows that the leadership takes care of
them, he can overlook about the problems he is facing at the workplace, so you can state that the
effective leadership can be victorious in retaining their employees so turnover will be less.
10.1 The Mediating Role Of Work Related Stress On Organizational Performance.

Stress can be defined as imbalance between peoples perceived environmental demands and their
perceived ability to handle with these demands. It is declared that stress can direct to unwanted
consequences of behavioral, physical, and organizational aspects of the employees.
Work-related stress is a major reason of occupational ill health, human and poor productivity
error. It can effect in sickness absence, poor performance, high staff turnover and a possible
boost in accidents due to human error. Work-related stress components consisted with the
employee of job demands, managerial support, job control peer support, violence relationship,
change, and role clarity, As for concerned, we can say that the stress related work has absolutely
great impact over worker turnover, worker may leave in large number as they are not satisfied
and they tolerate a lot of tension.






EFFECTIVE
LEADER
DECREASES
STRESS
DECREASES
TURNOVER
ORG/EMPLOYEE
PERFORMANCE
10.2 Role Of (Pos) Perceived Organizational Support On Employee Commitment, Retention
And Its Performance.
POS can be defined as the overall extent to which employees believe that their organization
values their contribution and cares about their well-being. In a result employee feel
belongingness with organization and less likely to leave organization. Ultimately it contributes
towards employee performance and organizational performance in long run.
Organizational commitment is an employee attitude that is extremely regarded by employers, as
committed employees are most likely to leave. Management policies which support employees
can be able to make an organization more eye-catching to employees, leading to lesser turnover
while also increasing the organizations competitiveness in hiring valuable and skilled
employees. Committed employees also make a more significant and personal contribution to the
organization, performs better, and is less probable to engage in unproductive or vicious
behaviors.
Research proved that, Employees with low levels of commitment, but high levels of support
from organization, are less to be expected to leave the organization.









11. EMPLOYEE ENGAGEMENT IN
PERFORMANCE.
11.1 Evolution of employee engagement and its definition:
Gallup organization defines employee engagement as the involvement with and enthusiasm for
work..
It is said that managers unequivocally agree that this century demands more efficiency and
productivity than any other times in history. Now the businesses of the new era are striving to
boost performance. Managers of the organizations are trying to keep their position of business
up from their competitors. As day by day there is a great change come in complexity of
technologies so the managers need number employees having more technical and professional
knowledge. These workers cannot be managed according to old approaches of dictatorial
management. They look forward to operational autonomy, job satisfaction and status. The
concept that employees ability and commitment bases to bring efficiency and productivity
according to employee commitment and Organizational Citizenship Behavior (OCB) concepts
which were presented in last quarter of 20th century.
Now the eyes of the manager is on that thing that how to engage the employees in their job that
the performance of the employee is satisfactory. Managers now realize that by hearting on
employee commitment, they can form more proficient and dynamic workforce .One of the
research shows that employee engagement based on four major parts according to recent
literatures.
11.2 Drivers of Employee Engagement
Development Dimensions International (DDI, 2005) states that a manager must do five things to
make a highly engaged workforce. They are:
_ Align efforts with strategy
_ Empower
_ Promote and encourage teamwork and collaboration
_ Help people grow and develop
_ Provide support and recognition where appropriate
11.3 Role of Employee Engagement and Organizational Performance

The organizations invest a huge amount on employee engagement because employee
engagement is intermingled significantly with key business results. The modern rules of
accounting are practically devoid of employee measurement. The balance sheet of each
organization has no line for human resource even though most of the senior members of each
organization say that Our employees are our most important assets. The whole of the literature
says that organizations invest a lot of amount on employees according to strategy in a level of
accuracy and investigation related with capital investments in plants and equipment. The entire
investment of the organization moves around the return on investment (ROI).This concept is
most related to CLOs which are pressured to tell the (ROI) estimates for the expenditures related
or learning and development. S0 we can say that in the absence of the measurement of
employees engagement, the concept of employment engagement is just a concept.
GALLUP ORGANIZATION has done a lot of research on employee engagement .one of the
research of the GALLUP ORGANIZATION study the employee engagement through Q-12
questionnaire which is related to assessment of employee engagement levels and it was
distributed among 3 Million employees. The findings of this research were this that 29 percent of
the U.S. workforce was engaged, 55 percent was not engaged and 16 percent was actively
disengaged. Many CEOs and CLOs use it its statistical bench mark. In fact it is said that if your
29% of workforce in engaged in their work then the mission and work of an organization is
completed. Also we can say that the organization is moving towards success and it is productive
in its group.
11.4 Employee Engagement Human Resource Perceptive in Organization Commitment.

The challenges which are organization faces now days are not only retaining their employees but
also how to engage them in a good way to get maximum performance from the employee. For
this function of organizations move towards the HR in which organizations set their agendas for
employee engagement and commitment to gain competitive advantage in the market.
According to this Gallup Management Journal study, supervisors play a critical role in worker
well-being and engagement.
The connection between employees job and organizational strategy is the key factor of
employee engagement. In fact the research shows that employees with the highest levels of
dedication execute 20% superior and are 87% less likely to leave the organization, which point
outs that engagement is associated to organizational performance. For example the recent study
shows that 132 U.S manufacturing companies are using the high performance level system and
the productivity of these companies are very high then their competitors.
Due to changing workforce environment day by day domestically and globally, the demand of
HR manager increase to create more effective strategies for current use and the future
prospective.
A recent study shows that there is a strong positive relationship between the organizational
resources (i.e., training, technology, autonomy) and employee engagement which affect the
employee performance and customer loyalty. Employee engagement at a job relates to energy,
commitment and inclusion. Employee engagement also related to some other factors at a job
which are reputation for integrity, good internal communication and a culture of innovation. If
these factors are providing in an excellent manner from organization to employee then
performance of the employee increases day by day.
To maintain the position of the business the organizations must have to see the barriers which
related to employee performance and what is working and what is not. For example the
GALLUP ORGANIZATION recognized 12 INDICATORS which are connected with employee
engagement which increases the job satisfaction of an employee and profitability of an
organization.
The measurement of the employee engagement is a smart strategy for an organization to achieve
its objectives. One article of the SHRM Special Expertise Panel trends highlights 10 common
themes of how companies assess engagement. A recent study of the banking sector shows that
there is a relationship between job satisfaction, quality and productivity and customer service.
The findings of the study shows that three linked factors influenced employee empowerment and
customer treatment: HR management practices (service training and service rewards), service
systems practices and service leadership practices.
A recent global workforce study by Towers Perrin shows that the that people be inclined to keep
on with organizations considered as talent-friendly and progressivethat is, organizations that
have foremost-edge work environments and people practices.


12. PROBLEMATIC EMPLOYEES:
The human resource manager in managing problematic employees for a boss is to ask the
address "Is there truly an issue of problematic employees or does the issues lie with me?"
Examples of this can integrate a director who is threatened by problematic employees on the
grounds that that individual is more skilled. Additionally an individual may appear untouchable
since they may be from a minority or have long status with the organization. Extra explanations
can integrate a director who feels sad for the problematic employees or has a companionship
with that individual bringing about that worker being treated diversely and empowering issue
conduct. Other problematic employees conduct will additionally be affected on since they see
this diverse prescription and might develop to loathe it subsequently influencing their work
execution.
Directors should dependably recall that they are answerable for a subordinate's execution. Some
time recently sticking fault on the problematic employees they must ask themselves what they
may be doing that may help the worker's poor execution. A last issue for supervisors to
comprehend is that all individuals don't see the planet in the same way and that they may as well
make an effort to take a gander at it from their worker.
12.1 Recognizing problematic employee:
An issue worker needs to be recognized at the earliest opportunity, so that the remedial activity
could be taken instantly when issues are still minor. "The issue worker is bothering,
disappointing, and humiliating to his supervisor". A supervisor who disregards the issue worker
will conceivably blow up when he at long last initiates movement, in light of the fact that the
circumstances is no longer avoidable Some regular sorts of issue problematic employees to
search for are: Individuals who don't appear for work furthermore weaken their opportunity the
time wasters, the washroom hiders, the lunch reptiles. Individuals with awful demeanour the
traitors, wedge drivers and rubbernecks who weaken the manager. These individuals can
likewise be recorded as "the expert rifleman, the murmured, the exploder, the know everything,
and the inactive". Despite which record you utilize, or what you call these individuals, their
conduct must be tended to when conceivable keeping in mind the end goal to minimize their
negative impact on others and the organization.

12.2 How to motivate problematic employee:
Three predictions direct contemporary inquire about problematic employees motivation:
(1) Motivation is deduced from a methodical dissection of how individual, and natural aspects
impact conduct and work execution.
(2) Motivation is not a settled characteristic. It alludes to a dynamic interior state coming about
because of the impact of particular and situational variables. All things considered,
encouragement might change with progressions in individual, social or different elements.
(3) Motivation influences conduct, as opposed to execution. Activities intended to improve work
execution by expanding worker inspiration may not be fruitful if there is a feeble interface
between work execution and a problematic employees deliberations.
12.3 Motivation of problematic Employees in Short Term:
Require theory of Maslow and Herzberg structure the groundwork of motivational models for
motivating overview problematic employees in development of organization goals and
improvement of performance. Once a problematic employee fulfils his physiological
requirements, he gets motivated to fulfill his well being needs, problematic employees needs,
regard needs and self-acknowledgment needs. Physiological necessities, security needs, and
problematic employees requirements are needs of transient inspirations since a need from these
classifications is no more a spark once it is fulfilled. Regard needs and self-acknowledgment
needs are needs of long haul inspirations for workers to realize high execution and benefit. It
must be noted that short term needs must be fulfilled after a worker could be spurred to fulfill
long haul needs.
To satisfy physiological needs and to lure review laborers to stay with the organization, a
suitable compensation conspire and vocation arrangement ought to be built given that the pay
strategy, the compensation structure and the expert pay scale agree constantly with work
performance and the business level. Despite the fact that irrelevant compensates, for example,
pay and budgetary profits don't persuade workers to high work execution, they could lower
problematic employees disappointment. The essential needs of sustenance and safe house are of
minor concern to today's overview specialists in light of the fact that these necessities are
dependably met and upheld by existing social welfare and security framework.
Work security and well being needs relate to positive feeling of well being and well being of the
workers. Security preparing is compulsory to all study laborers in development of organization.
A study association might as well uphold a high profile of work security and well being in
people in general keeping in mind the end goal to fulfill problematic employees essential needs
in the nature, to propel laborers staying in the association, and to draw in capable specialists to
join the organization
12.4 Motivation of Survey problematic employee Employees in Long Term:
Long term motivational plans ought to be actualized in parallel with satisfying the fleeting needs
of review problematic employee. The creators opinion that the accompanying managerial
methodologies are suitable to persuade workers in long term:
12.4.1 Proper Resource Management and Job Design:
It have been discovered that a beneficial and serious work makes fulfillment whatsoever levels
of overview problematic employees. By satisfactory arranging and guaranteeing that overview
instruments and supplies, materials, labor and supporting information are promptly accessible, a
study work will get gainful. Four fundamental standards of outlining weighty occupations are
work advancement by expanding choice making chances of people, work revolution to lessen
weariness and increment aptitudes, building self-governing overview groups and usage of the
TMQ (total quantity management) framework.

12.4.2 Life-long Learning Programs:
The procurement of preparing will naturally inspire workers on the grounds that the preparation
will help them finish the undertakings with better effectiveness. Problematic employees are
propelled by keeping their quality and ability level in accordance with the business targets
through long haul staff improvement of the association. Preparing, as directed by the study chief
to his/ her subordinates, furnishes a wonderful environment for correspondence with overview
workers for potential zones of change and distinguished of accomplishments. In the
development business, it is insufficient for an organization to give preparing to its problematic
employees; it further requires an organization to assess if the preparation prepares equipped
specialists for the employment.
12.4.3 Open-entryway Communication:
Specialists are profoundly energetic provided that they are permitted to pass on their sentiments
to their directors and supervisors. An 'open-entryway' arrangement ought to be created so
specialized issues; disappointments or misconstruing could be decrease by immediate exchange
in site gatherings, phone calls and messages. This sort of system of formal and casual sources
additionally keeps chiefs generally educated about what is occurring inside their association.
12.4.4 Effective Rewarding System:
Rewarding skills of people through budgetary motivator plans, distinguish programs and conduct
alteration methodologies are the best approach to persuade workers. Prizes might be fiscal (e.g.
pay increment), work identified (e.g. positive execution evaluation), or as status overhaul (e.g.
advancement to higher positions). Under the compensating framework, problematic employees
ought to be treated fairly and just as by obviously characterizing and imparting the framework to
them, making genuine examinations, and remunerating as per effort of interest, execution,
expertise level and sought conduct of the workers. The workers ought to have the capacity to
comprehend the compensating framework effortlessly and the prizes they will accept upon
different levels of their execution and in immediate extent to their expanded gainfulness. In
development ventures, group unit as opposed to unique is ordinarily embraced for force
assessment.
12.4.5 Diverse and Contingency Style of Leadership Working:
For a reasonable guide who rouses certainty around problematic employees increment cause and
responsibility. Overview chiefs and party bosses are pioneers in development of organization in
which possibility approach to. In this manner, different and possibility style of initiative is
needed of them. Study administrators and party heads are required to be adjustable, directive,
steady, accomplishment orientated, relationship-orientated, and physically and rationally fit in
performing their obligations. They might as well request exclusive expectations of execution
from aggregation parts by giving continuous input to aggregation parts on their execution to
fulfilling clients. Questionable matters are dependably considered in dealing with an undertaking
in which possibility remittance in time, plan and execution/ quality is fundamental. Under these
possibility considers, overview pioneers ought to have the ability to improve a set of
reinforcement plans or emergency arrangements which will be utilized if the unique arrange
cannot be actualized or an emergency happens, and to get back rapidly from setbacks for
example, plan cuts and shortening of time calendars. By having a differing and possibility style
of authority, study supervisors have the capacity to rouse trust and underpin around the
subordinates who are required to attain association objectives.
12.4.6 Empowering and Valuing problematic employees:
Engaging problematic employees implies that workers whatsoever levels are answerable for
their movements and given the power to settle on choices on their own work. It improves the
problematic employees emotions of individual authority and self-determination, empowers
investment by all gatherings in choice making, and also brings about fair dispersion of force in
development ventures. Its increment fulfils, self-adequacy, steadfastness and in this manner
inspiration of workers. Over-worked circumstance is very regular in development ventures. By
engaging overview workers in building their fearlessness and administration aptitudes in
performing their obligations, they might be less at risk to feel over-lived up to expectations.
Instead of simply taking a gander at their employment identified abilities, the greater part of the
surveyors are utilized dependent upon their values that must be unwavering with those of the
organization. Along these lines, esteeming systems are required to strengthen study problematic
employees the abilities important to arrangement with one another and with clients, to admiration
singular distinction.
12.5 Motivating problematic employees for improvement of organization goals:
Unmistakably, in the twenty-first century organizations are taking a more key approach to
environmental management for problematic employees. Normally, a dominant part of USA
enterprises have utilized the consistence approach within their environmental systems
determined by laws and regulations. Then again, in the previous numerous years, natural
compels, for example, shopper blacklists, progressive inclination, and new client necessities have
influenced essential business techniques and additionally corporate centre. It shows up corporate
techniques for ecological administration is developing from contamination control to fault
remedial action of problematic employees.
12.5.1 Management commitment:
Duty is about producing human vigor and initiating the human personality. Without it, the
execution of any new activity or thought might be genuinely bargained among problematic
employees. Duty from top administration is similar to a system for natural change. Top
administration chooses the natural strategies to secure, the level of preparing and correspondence
needed. Sans a strong structure, it is just about difficult to spur workers to take adequate steps for
ecological change. Natural projects, activities, and objectives of an association ought to be
imparted oftentimes so the problematic employees realize what is relied upon to achieve the
objectives. Later look into infers clearly that problematic employees don't feel reasonably
educated with respect to natural issues. Moreover, ponders infer that workers are additionally
eager to embrace environmental activities when their chiefs grip a law based and open style of
correspondence concerning natural plans.
12.5.2 Employees empowerment of problematic employees:
As per Argyris : a Ceo once said: "No vision, no technique might be realized without capable
and engaged problematic employees ". In addition, engaged workers are best as well as crucial to
execute the association's objective to be financially sound and naturally capable.
The presentation of another program will yield optimal outcomes when workers are treated as
real stakeholders in an association. Engaged problematic employees are persuaded and bound to
take an interest and take part in great ecological practices. Workers who are not engaged have
less responsibility for development than the enabled problematic employees .Management can
energize problematic employees strengthening by changing the organizational structures that
support empowerment. One way that administration can empower worker strengthening is by
changing the manifestation of the association. The universal top-down association represses
problematic employees strengthening; rather, a compliment, flat association ought to be set up to
support worker strengthening. Organizations need to move to a more open manifestation of
participative administration so as to enable their .Workers can help all the more adequately when
administration moves the choice decrease problems of the problematic employees, permitting
them the flexibility and power to make proposals and execute great natural practices.
12.5.3 Reward to problematic employees:
A generally composed prize framework could be accommodating in elevating problematic
employees to perform sound natural practices. Consistent with Herzberg work remunerates
allude to the natural and extraneous profits that laborers appropriate from their occupations.
Prizes could be a strengthening to constantly awaken and expand duty from laborers to be earth
mindful. There has been some written works that has demonstrated that compensate frameworks
can persuade and strengthen workers to be economically mindful. Organizations that esteem
natural execution need to make parallel the execution assessment framework with the managerial
framework in their corporate ecological goals. Reward frameworks and motivations need to
reflect corporate responsibility to the vitality of natural execution, Prizes might be executed in
numerous structures, for example, money related prizes and distinguish honors. Grant and
distinguish programs, benefit offering systems, expand in pay, profits and impetuses, and
proposal projects are a percentage of the frameworks that might be utilized to compensate
problematic employees for great ecological practices. Money related prizes may be one of the
strongest inspirations for prompting workers to take an interest in environmental change
deliberations. Research infers that financial remunerates essentially influence work fulfils and
work inspiration.
Keeping in mind the end goal to realize long tow triumph most managerial systems require some
manifestation of audit and criticism for proceeded change. Criticalness of furnishing reaction to
enhance worker relations, problematic employees fulfilment, and benefit in the health awareness
area numerous .Environmental administration programs neglect to stretch the significance of
input on ecological issues. Likewise prescribed that criticism guarantees problematic employees
know their obligations and imparts the connection between their execution conclusions and
remunerates in natural endeavors. Moreover, it has been indicated that workers esteem verbal
criticism from managers to the extent that formal prizes; casual verbal reaction notwithstanding
formal composed input might help move problematic employees for natural change.
12.5.4Feedback of problematic employees:
The excitement and engage that is regularly connected with plan start and the early phases of
usage of an environmental system might disappear after some time. In addition, the centre and
objectives of the system may need changing after usage. In the event that an Ems is fruitful it
might be normal that change has happened; in this way, obliging a review and rearrangement to
new objectives and activities. Thus, problematic employees require constant reaction concerning
their effect and feasibility on environmental change exertions. Without proper criticism and
correspondence, worker exertions might reach a standstill.


13. CONCLUSION
After reviewing the research literature, research concluded that there is direct relationship
between motivation and employee performance, employees would perform better when they are
positively and consistently motivated on the other hand employees who are not well motivated
would not engage them in their job and wont perform well or leave the organization.
Managers and other key employees should possess an understanding of the value of worker
commitment and how it can be achieved. Policies and activities to promote staff loyalty and
stability should be incorporated into the culture and everyday life of the organization. Fully
committed employees have a wish to maintain association in the organization.
Retention is the process of actually keeping employees in an organization as it is one of the key
essentials that are compulsory for organizational achievement. When Employee leaves the job,
organization doesnt loss only employee but, consumers & client, information of production,
existing projects, rival and precedent history of the organization. Employees shift they not only
take skills and knowledge but also trade secrets with the rivals
The challenges which are organization faces now days are not only retaining their employees but
also how to engage them in a good way to get maximum performance from the employee. For
this function of organizations move towards the HR in which organizations set their agendas for
employee engagement and commitment to gain competitive advantage in the market. The
organizations invest a huge amount on employee engagement because employee engagement is
intermingled significantly with key business results.
Human resource is a most complex and critical asset to be managed to get most out of it. Thats
why its always not an easy task to tackle with such kind of people in organization. They need
some proper attention in terms of motivation to achieve organizational goals.


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