Motivation Low Performance

To begin with, there must be something going wrong if the motivation is low. There are several reasons for a low performance. Firstly, job satisfaction plays a crucial role when it comes to motivation. Job satisfaction can be simply described as the extent to which the employee finds their job position and the conditions they are working in pleasant. Other important elements such as the social environment and reward system are also influencing the satisfaction derived from the job position (Alblas & Wijsman, 2011). If these several factors are assessed as unpleasant, the result might be poor performance. However, there is a way to change the results from the ‘job satisfaction assessment’. A way to do this is by taking into consideration whether

This kind of employee looks at their job from a financial point of view, they work because they want to earn money. So as to motivate this type of employee, the management should encourage them to perform better by adapting a pay-for-performance system, an extra payment should be given if the performance exceeds an established level. By doing this, much more organisational needs would be addressed, more importantly the motivation would increase (Alblas & Wijsman, 2011). However, the payment should instantly be proceeded so as to reinforce the motivation.

More importantly, the relationship between a financial reward and performance should be adequate so as to be affective. In addition, bonuses (an extra payment annually) are another means of financial stimulation which is also based on the achieved desired performance. Another way to motivate this particular type of employee is by implementing the ‘cafeteria system’ which allows employees to arrange the preferred reward in terms of arranging working hours that suit them, or having the option to retire earlier or to receive the reward in a saving

In a direct response to the question how would the manager increase the motivation from low to top performance as a new manager at Volkswagen in Germany, while reducing the costs in the department, he/she should focus on providing a formal piece of information to the personnel as it is important to be clear what the situation is and why changes within the organisation are occurring, instead of allowing rumours to discourage employees (Gottfredson, 2015). As changes will occur regarding the future of the organisation and the safety of employees in terms of future employment within the company, the need for self-development will go towards the needs of safety, protection and security within the organisation according to Maslow’s theory (Alblas & Wijsman, 2011). Therefore, the extrinsic motivation is being replaced by intrinsic (Gottfredson, 2015). So as to stimulate the personnel in such a specific situation, they should be involved emotionally in the organisational projects. Moreover, when employees are shown that a company’s future is dependent on their commitment, performance and loyalty, they are more likely to dedicate themselves to achieving the organisation’s goals and follow its mission statement (Bilinov, Zakharov &Zakharov,