This chapter entails a review of previous literature concerning the impact of organizational motivation strategies on employee performance. The literature comprises theoretical, contextual, and empirical literature that has been organized according to the objectives of the study. The information presented in this chapter has been researched from articles, journals, books, magazines, dissertations, and past theses.

2.1 Influence of Employee Emotional Management on Motivation

2.1.1 Employee Motivation

According to Perks (2009, pp.135), understanding employees' needs is an essential part of developing employee motivation strategies. He explains that developing employees to become valuable involve several activities that include job analysis, personnel needs assessment, recruiting the right people, and managing employee wages and salaries at an outstanding level. Leonidas (2008, pp.87) explains that to be able to determine what cracks them to be motivated needs to be understood right from the point where they are recruited. He adds that initial recruitments are to be conducted on the basis of the best performing individuals in specific areas of the business. That way, it will be easier for companies to understand the variability in operations and get to know their employees on a personal level.

According to Liden et al., 2008, business organization managers should have influential strategies that they can apply to develop a motivational strategy for employees. Such skills are rare and are resourceful in contributing to performance. It will not only benefit the employees but also in the performance of business organizations. Liden believes that great motivational strategies are developed by people of great personality and those with leadership skills. The reason is that the strategies will always be mean for every employee, and therefore, their needs have to be considered through a comprehensive motivational plan.

Finch (2007), contributes by providing the idea that understanding organizational culture also plays a critical role in developing motivational strategies for employees. He emphasizes that employees, as well as the management system, should be cooperated in a cultural system that is geared towards the growth and development of the business organization. Finch believes that a good business culture contributes to a firm organizational vision and mission statements that form the basis of operation. According to Fletcher (2011), employees should be allowed to have a representative of their own in the strategic committee to come up with solutions such as motivational strategies that will be effective in improving employee performance.

“It is essential to understand simple methods that contribute to a sustainable business management plan” – Velmurugan 2015. According to Velmurugan and Dhingra (2015), business managers should realize that the business world is changing not only due to advancement in technology but also as a result of a change in the mindset of people involved in it. That is evident enough that organizational motivation strategies are part of the business. Motivational strategies are aimed at motivating employees, and so necessary changes in the needs of employees should be center stage in determining their motivation strategies.

2.1.2 Determinants of the Impacts of Emotions on Career Development

Several impacts of emotions on employee career exist in organizations and they may affect employee performance in one way or another. One of the impacts is the deterioration of employee’s ability to perform his/her duties effectively (Carsten, 2017). Whenever an employee is experiencing a dull mood for some reasons; or an employee is overwhelmed by his or her new position, it is most likely that he/she is not in the right mind not only to make the right decision but also to perform qualitatively and quantitatively. According to Chan (2018), organizational managers can consider a number of methods to aid in monitoring and controlling employee emotions. The first method is developing organization’s principles; these are the different measures that are taken by the management that guide the protocols of the organization by creating rules and regulations (Chan, 2018). The rules regulations provided by the managers should provide guidelines on how to deal with signs of boredom, which is the primary cause of emotions at work. The guidelines should provide direct measures an employee should take to avoid boredom. Managers can recommend the development of in-door games such as table tennis or chess to have employees interact socially and cheer-up to handle pending tasks.

The second methods are of controlling employee emotions is by redefining the Organizational Culture to include employee welfare. Redefinition of the organization culture in this case involves integrating the goals and objectives of an organization with the consideration of the wellbeing of the employees (DiMaggio & Powell, 2010). It shifts the focus of the organization from what has to be achieved to a broader prospect that considers whether the taskforce will be at optimal readiness to achieve the set goals and objectives. That is why organization culture alone is not enough; the commitment of the manager is needed as well. There is a need for review and change of this culture to a more inclusive and profound culture that captures all critical aspects such as customer relations, time commitment/punctuality, and quality. The third method of managing employee emotions is by shaping the style of leadership; it involves an internal assessment of leadership coordination and execution of plans. A friendly leadership style is likely to reduce issue of employee emotions. Employees are likely to work while at ease without unnecessary pressure from the leadership that may contribute to better handling of tasks (Kuvaas, 2006).

Employee emotion management can be influenced by external factors. In this case, external factors are elements that are the organization has no direct influence over. Even as managers try to implement the methods of employee emotion management outlined herein, external elements may generate contrasting efforts. The elements in the external environment include Competition; organizations operating in the same industry may influence the approaches taken in dealing with employee emotions (DiMaggio & Powell, 2010). For instance, if there was a plan to train employees against employee emotions, competitiveness may force an organization to opt for a different solution with minimal cost. The change in the approach of dealing with employee emotions comes at the expense of employees because probably employee training could be the most appropriate method. The other external element is customers. Employee emotion is widely associated with negative perception. For instance, customers may not want to associate or buy from organizations that have employee emotions as an issue among its employees. It is because majority of customers believe that the problem of employee emotion is associated with poor service delivery. Therefore, in most cases organizations handling cases of employee emotions are unlikely to disclose to the public (Knippenberg, 2000).

Technology is another external element that determines the way organizations handle cases of employee emotions. A few organizations adapt an electronic system that receives weekly responses of customers with questions particularly focused on determination of fatigue, boredom, how employees relate with colleagues and determination of how employees fair on with their families (Leonidas, 2008). The electronic engagement platform is in form of an application with survey questions that employees fill out electronically at the end of every week immediately they start their office computers. Such efforts help in narrowing down target employees likely to face or are experiencing emotional challenges that might affect their performance at work.

2.1.3 Limitations in Management of Employee Emotions

An organization might face five common problems in an attempt to improve on employee emotion and its impacts on performance (James & Peterson, 2011). They are communication – many managers thrive on developing the ideas to enhance the performance of their organizations and forget to engage their employees in an open conversation. In careers that are likely to be affected by employee emotions such as customer service and news anchoring, it is important for organizations to communicate with its employees on regular basis to ensure that they have the capability of handling their duties effectively. Otherwise, if organizations turn a blind eye as to whether employees are affected by employee emotions, the organization’s PR may be at stake.

The other challenge is conflict resolution; it is one of the points in which many managers get it all wrong. In attempting to solve a conflict within the organization probably amongst employees of different categories, the most important thing that a manager should do is to avoid taking sides. Whether one of the employees is in the wrong it is important to allow those involved to know the importance of cohesive working environment (Noe & Peacock, 2008). One of the ways in which employee emotions are managed is through interpersonal relationship with colleagues. The moment a manager resolves a disagreement among or between colleagues, it is important to identify the problem without victimizing.

It is difficult to achieve positive performance results from an employee who is overwhelmed by emotions. Therefore, performance management becomes the next challenge that managers experience. Again, this can be a challenge for a manager because many employees do not know how to individually manage their emotions at work. Many end up performing poorly in the following business duties just because of overconfidence from the success experienced in the past business performance (Noe & Peacock, 2008). The challenge can be controlled by having a performance feedback program that has to keep the employees focused on better performance at all times. It will help in keeping all the employees on toes in terms of performance. The employees will always want to convince the management that they are essential for the organization. It is proven through the positive impact each has created towards the organization.

Employee emotions sometimes require managers to go an extra mile to accommodate diversity in mental capabilities. In so doing, managers sometimes go beyond their duties in helping employees go over their emotions and manage future cases independently. The fact that some employees have employee protection plans may affect the scope of help they may receive from devoted managers. Therefore, managers are bound on interacting with such employees on a professional level, which may not produce much result as needed (Noe & Peacock, 2008). It develops a hard time for managers to manage this group of employees, and thus the performance is impacted negatively. Since this is a delicate category of employees to deal with, the managers should be informed of the necessary legal conditions such as the disabled employees, how to determine reasonable and essential accommodations. The managers should learn about the types of employees that are protected under the law like race, gender, among others (Noe & Peacock, 2008).

Administrative policies of an organization may also hinder managers to go an extra mile in helping depressed employees. It is a huge concern because it constitutes the most significant proportion of determination of the attitude of the employees towards the duties they perform. A group of employees with a negative attitude towards their management are likely to face challenges when handling official tasks (Noe & Peacock, 2008). The performance of the organization is likely to be pathetic, among many other things. The manager should write clear policies that help in the management of the organization and should make them known to the rest of the staff members.

2.1.4 Approaches to Management of Employee Emotions

It is possible to come up with a sustainable solution for organizations to handle employee emotions that directly affect their performance. Careers that are most likely to be affected by employee emotions are those that involve service provisions such as customer care, consultancy, and news anchoring among others. Therefore, the solutions should be directed towards such personnel and associated managers (DiMaggio & Powell, 2010). It is imperative that business managers understand that every career has different methods of dealing with employee emotions. For instance, a news anchor will need total concentration then work of expression along with the duty. On the other hand, some customer care personnel will require expression as top priority then concentration follows along with the duty. Below are some of the ways of handling employee emotions from a broader perspective:

The organization’s DNA should be a source of motivation for employees. Organizations have different types of commitments that define their DNAs. For instance, some organizations focus on customer satisfaction whereas other focus on quality of productions. Others focus on social responsibilities whereas other embrace integrity in service delivery (Chan, 2018). It is such commitments that business organizations achieve their success and define their DNA. Similarly, employees can use the same motivational principles to keep themselves encouraged as they play their roles in their organizations. Therefore, employees should draw their motivation from the organization’s goals and objectives as well as long-term plans. Managers should come up with goals and objectives that are not monotonous to the organization growth alone but they should include employee and career development programs for employee. That way, employees are relieved of the burden of seeking further training and thus likely to face less mental stress.

Organization managers should consider motivating their employees to overcome negative emotions caused by mental stress. One of the approaches to motivating employees is by rewarding specific achievements. It could be through rewards that employees receive in recognition forums in the organization. Usually, an employee is happy if the organization recognizes his/her idea, and the fact that it helps improve the performance of the organization is another ideal motivational condition. Direct motivation can be embraced by allowing the directly involved employee to head the management of his/her idea throughout the Company.

Choosing a productive taskforce is important for any business project. But sometimes, it is important to have a taskforce that goes beyond the official duties. For instance, a taskforce that cares about the welfare of colleagues and offer mental support whenever necessary is likely to perform better. Therefore, knowing every employee at a personal level is important in achieving employee emotion management because it is only then that they can share their personal problems. The manager’s role is to ensure that the organization’s personnel grow together as a family. That way, those who are affected emotionally are more likely to have faster recovery period knowing that he/she is surrounded by supporting colleagues.

Organizations should always try out new ideas through creativity and innovation. This kind of approach allows employees to think outside the box and brainstorm for new ideas. Sometimes, this is all a depressed employee need to make up for lost time. Creativity is the baseline that determines whether or not improvements are made sooner or later. Brainstorming can help employees overcome negative emotions through the aspiration of coming up with something that has never been done before. Therefore, managers should have a plan to allow employees come up with creative ideas that could contribute to the production of the business. The ultimate achievement is a win-win for both the manager and the employees.

2.2 Organizational Behavior Management

2.2.1 Theories of Organizational Behavior

There are a number of schools of thoughts that define various types of employee behavioral influence. Such schools of thought are helpful in building a theoretical framework of the issues associated with employee emotions in organizations and the impact they have in short and long-terms. Therefore, these theories play a critical role in managing employee emotions in careers that are likely to be affected by it in a way or another. Such theories include:

Theories of Intelligence – these theories help in shaping up emotional, general, and multiple intelligences. It helps in defining the intelligence of the person whose performance will describe the intelligence of the organization as one bodied organization.

Theories of Motivation – these theories involve the development of motivational factors in different fields of operation within an organization. It stands for one broad expectation that motivated employees are likely to perform better (DiMaggio & Powell, 2010). It also stands in for expectancy theories, which are theories that pertain to goal setting, and the two-factor theory of Herzberg and the hierarchy of Maslow expressing needs. All together, these schools of thought shape way employees get motivated to improve their performances by overcoming employee emotions.

Theories of perception – these theories were developed to be able to create visual perception. It is supported through a school of thought known as the Gestalt principle (Leonidas, 2008). They were also developed to achieve an attempt to improve how people visualized elements and put them into different categories.

Theories of behavior and attitude – these theories involve several theories that aid in explaining the behavior of an organization. It requires modification of the behavior of an organization, a reinforcement technique theory (explains how reinforcements and regulation of organizational activities are regulated), and through social cognitive theory (explains the general expectation of the performance of a business organization).

2.2.2 Theories that Enhance Behavior & Emotional Management for Motivation

Two significant theories provide suitable solutions to the management of organizational behavior and employee emotions. The two approaches include Social Cognitive Theory and Self-Efficacy theory.

Social Cognitive Theory – this theory explains the behavior of a person concerning his/her environment and the external environment. It explains that a person's immediate environment explains his/her behavior in one way or the other. This concept of thought is well supported by the determinism school of thought that is much broader on explanation (Carsten, 2017). Social cognitive theory, therefore, involves four criteria that explain changes in efficacy in practice that influence employee emotion. The four principles are described as follows:

Self-observation - having self-assessment can be great in the management of the employee emotions. It helps an individual find out whether he/she is on the right track concerning the duties he/she is required in. It will help in generating motivation for an individual if the right path is kept and goals achieved.

Self-evaluation – this involves a continuous comparison of an individual’s performance with that on the goal objective. It helps in determining how much effort is required to keep moving towards the desired goal/s. This kind of evaluation is usually done within a known time interval so that efficiency in determining the difference in performance is made active. It is important in determining whether employee emotion is affecting performance.

Self-reaction – this corresponds to how one behaves towards the outcome of his/her project against the set goals. If the performance is closer to the set goals, one is usually positive about the successive results and continues working with a lot of optimistic minds (Smircich, 2009). On the other hand, if the outcome of performance is discouraging, an individual acquires a negative attitude in pursuit of a project. It means that in the previous case, re-evaluation of goals will be set higher, whereas in the latter case, reassessment of goals will be set lower. That way, effects of employee emotions on performance can be determined and solved early.

Self-efficacy – is dependent on the opinion of the evaluator on whether or not an employee is affected by his or her emotions. With a prior note of the possible outcome, one can re-evaluate terms to fit into the set goals if the likelihood of success was low, but otherwise, one would embrace the existing goals or set them higher.

As already outlined herein, the other primary theory that provides a suitable solution to organizational behavior and employee emotional management is Self-Efficacy Theory. It stands in for the likelihood of success or failure of an organization. The probability of an outcome of a business organization in terms of pursuing its course can be determined by several factors depending on an individual's intention (Smircich, 2009). This theory is primarily used in measuring the success of the solutions made in solving challenges related to employee emotion management and organizational behavior. Therefore, it will be discussed in detail in the measurement plan section.

2.3 Organizational Communication

2.3.1 Primary Organization Characteristics

There are several key elements that constitute an organization; in this case, six will be identified and discussed. The first element is the specialization of work. This is the level at which different tasks in an organization are subdivided to fit into the expectation of the organization managers and fit into the culture of the organization. This element is what determines the number of people who will be included in the organization structure. It will also define the specific tasks that different employees and personnel will carry out. This element is not only important in the flow of information but also in the development of credible budget scheme. Another element is breaking down the organization into different departments. This is known as departmentalization – it breaks down the bulk of tasks done by the organization into a simple set of relatively same tasks for instance marketing, finance among others. Basically, there are subsections that constitute departmentalization which include functional departmentalization, product departmentalization, geographical departmentalization, process departmentalization and customer departmentalization. All these departmentalization work within the specific framework provided.

Chain of command is another key element of an organization. This provides the framework with which instructions given and received. It is the fundamental principle of order in the organization that allows issuance of direction that all the other members of the organization will work within. The organization has to speak with one voice but the base of this is the chain of command – who says what? When? and where? It brings out the sense of authority to those who deserve it and an important sense of responsibility to those who are subjected to them. This therefore seeks to achieve the core aspect of unity of command. This is the fundamental drive of progress from one level of organizational business activities to another.

Span of control is the fourth element of an organization. It is considered as important because it defines the degree of management that an organization requires. This will determine the number of managers that are employed by an organization. Besides, it also provides key information on the number of employees that a single manager can control efficiently. This element also ensures that the variation of employees in this manner ensures that the function of the organization flow effectively. If the organization produces products, the life cycle of the products is determined by the span of control available. It also ensures that the employees are utilized optimally to avoid underemployment of staff.

Centralization and decentralization of an organization form the fifth elements that constitute an organization. A centralized organization is one that functions within a single unit of location possibly in a premise. This kind of set up of the organization involves conducting all services in a localized location and the services and/or goods transported to other regions identified as market regions (Coelho & Braga, 2016).

2.3.2 Defining Organizational Communication

An organization is a composition of a people with special expertise in different business related areas that all together form a company. It is these groups of personnel that come together and make key decisions on how various activities will be conducted with respect to the mission, vision and goals of that they have. These groups of people usually have a common point where all the relevant transactions are conducted – usually in a premise that forms the office. There are different kinds of organizations but major kinds include governmental organizations and non-governmental organizations. Usually organizations have a common goal that is made known to the public and thus developing their Public Relation principles.

Organizational policies should be simple for instance; the customer comes first policy may be used by an organization. Within this policy, the customers should be given all the freedom to make important decisions on how they prefer the goods should be designed. They should also feel that their goods are safe throughout the process. There are very high expectations that we have with this business and therefore there has to be the following: Mission: Enable a successful service delivery at the best quality to meet the needs of the potential customers. Vision: To have maximum satisfaction of the potential customers. Other polices that will be controlling the Company are those that will be moderating the performance of the Company. This include adherence to the Company’s culture and immediate (internal environment). All employees should be part of the Company to the extent that they can keep secretes.

The culture of an organization may be maintenance of quality public relations (PR) between it and the potential customers. This develops another call for other potential needs that will involve time consciousness – delivering at the speed that the clients feel comfortable. This is usually achieved through the manner in which the employees associate with the customers and make them (customers) feel they are part of the organization and the organization are part of them (Coelho & Braga, 2016).

2.4 Organizational Culture

There other significant aspect in the management and enhancement of the culture of an organization. This includes the techniques that are used in a business organization to maintain and improve the existing business culture. The business culture in most cases is one thing that is independent of the business organization itself. This then brings forth the fact that there are several brought up business cultures that might not necessarily be similar from organization to organization. Creating or coming up with a business culture aids in maintaining and embracing it within the business organization is another. There are basically four major ways through which an organizational culture can be improved and maintained. These include:

a) Avoid being reluctant about the created culture:

This is basically embracing a constant operational factor to be considered throughout the business project. It is as much easier to embrace a business culture into operation but one complicated thing is to enforce the culture into being. Many individuals have been successful in coming up with brilliant business cultures but they have failed in embracing the culture and actively putting it into action. The moment a culture is in existence one should keep in mind the objectives that are set to be achieved. It is when such objectives are not met that one should get worried about revising a business culture. Otherwise it is not advisable to keep changing a business culture. This will form a routine that will make the business destabilized due to weak or no backbone – constant business culture.

b) Ensure that tools chosen are motivational to employees:

A Company should embrace recognition activities that will help in motivating employees in their achievements. The recognition forums should not only have a top-down list of employees’ performance but a standard focus of the incredible ideas that are brought up by the same employees and how the ideas can be helpful for the business organization. Usually, an employee is happy if his/her idea is recognized by the organization and the fact that it helps improve the performance of the organization is another motivational ideal condition. Direct motivation can be embraced by allowing the directly involved employee to head the management of his/her idea throughout the Company.

c) Have the best team looking at the whole picture:

Well, it is much better if an organization has great performing employees who are determined to adopt into the business culture and in achieving both prioritized goals and objectives. The employees should be able to work as a team and behave like a one bodied component that has a system of performance of duties. The employees should be able to look at the whole picture, that is, when the business culture is embraced and when it is not. They should be able to understand contemporary issues that come by the competitive business environments.

d) Enhance creativity:

Creativity is the baseline that determines whether or not improvements are to be made sooner or later. This should not be confused by employees’ “freedom of express”. Usually most of the time is spent in trying to create ideas out of the employees which is not a right move to make. It should be the employees creating ideas out of the opportunities that they encounter as they work in the organization. Every new idea should be handled with great care and the innovator has to be motivated to encourage the rest of the employees.

2.4.1 Employee Orientation

Employee orientation is important for any organization or institution the moment new recruits are taken in. It will aid in enabling the recruits to familiarize with the daily duties that are carried out in a business organization. It also helps the recruits learn the state of the art that the organization or institution is putting emphasis on to enable the success of achievement of goals and objectives. The benefits of orientation are that recruits adapt very fast to the new environment and this keeps the personnel roles running as usual with minimal hiccups. It also helps recruits to identify their major roles in the organization which helps in harmonizing the coordination with existing employees.

A company consists of a system of departments that perform different functions that are aimed at achieving a single goal when the results of these functions are made coherent. These functions are manned by well trained personnel who ensure that the functions whether production process or manufacturing are carried out successively and within the stipulated guidelines. During the change of personnel by recruiting new employees, orientation will help the Company keep the pace of production to maintain the final volume available for distribution to the markets. This ensures that the sales volume stays relatively constant regardless of the change of personnel. As earlier indicated orientation helps recruits adapt quickly to the new organizational environment. One of the things that the recruits will have to learn and adapt to is organizations culture – what are the driving policies and principles? What is the organization’s slogan? This will help the recruits keep up to the required attitude and speed to be able to match or even out do the former employees. The latter benefit helps in building employee personality that rhymes within the requirements of the company that will result in to developing an employee champion.

2.4.1.1 Characteristics of a good Employee Orientation

1. Compliance with the government rules and regulations – Recruits must be informed about the scope of their duties and the extent to which they can perform them. This will help in drawing a clear cut line between what is legally allowed to be carried out by the organization and what is illegal. This includes reporting any suspected illegal activities as informed in the orientation.

1. Employer’s benefit information – This involves clearly telling the recruits how their work will be appreciated, terms of payments (whether wage or salary), payments intervals (weekly or monthly) and any legal requirements that cut down their salaries or wages like retirement benefits among others.

1. Mission and Culture of the organization – This constitutes the merge point between the recruits and the company. They are informed on the key characteristics that are needed with the relevant attitude. Here, they are also made aware of the existing mission and key objectives that will guide their success or failure. The culture of the company helps the recruits come up with innovative techniques that are legally accepted to achieve the goals and objectives.

1. Introduction to company facilities – Since the recruits are presumed to be new to the company, they have to be guided and shown all the relevant facilities of the company and the functions they do. This will help the recruits get the bigger picture of what the company seeks to achieve even when working in a section of it.

1. Explanation of the duties – The recruits have to be informed clearly on what they will be doing in the company. This provides a framework within which will help the organization remain in the scope of duty.

1. Documentation – All the agreements made between the employer and the recruits have to be documented and signed by both parties. This helps in making all the functions and duties including the agreements on payments official.

1. Information on critical employer policies – This helps in bringing up the guidelines within which a framework is formed to help the employees work within the policies of the employer. This helps the recruits learn about the do’s and the don’ts of the company for employees.

2.4.2 Employee Recruitment and Retention

In an understanding of both recruitment and retention appliances, they must be handled as separate fields of thought. Recruitment involves search for new qualified employees from a pool of those who have applied for the same job trying to eliminate those who are less qualified. This would mean that an organization will finally have confidence in those rendered qualified believing that they have the potential and talent to direct the organization. This case is normally handled with a lot of keenness because the resulting team of the organization has got a long term effect to the organization either directly or in directly.

Recruitment has got a defined strategy of occurrence in all organizations; in fact some organizations take it so importantly that they over invest in it. First, recruitment is not done in one single way but in multiple ways where various fields are tested for qualification. A distinguished way to get recruited is through referral. This done when one notifies hi/her current organizational associates of a job opening and advice they apply (Perk, 2009). In some cases where some organizations extremely need qualified applicants to fill the positions, they offer rewards to their current employees for contingence upon acceptance of employment by the referred. Another recruitment strategy is the job fair strategy. The job fair job seekers interact with the organization’s employer discussing the employment opportunities in the organization. This criterion is better than the latter (referral). This is because all applicants have the opportunity to interact with a representative of the organization that may increase their chances of being considered in the recruitment process.

Recruitment does not stop at getting best qualified employees alone. There is need to retain the best staff members an organization has employed. One of the techniques most organizations use to retain employees is through payment. This technique offers extra pays to the employees such as commission based payments that are linked to the how an employee individually best performs. Another technique used is through benefits. This may include insurance, and/or paid vacation time. This is because employees like to feel that they are cared about, secure and have flexibilities granted by their employers (Rader, 2006). Opportunity for promotion is also another technique used to retain employees. This is majorly the main reason for an employee to stick to his/her current job place. With the dedication and hard work an employee expects that this will be recognized by his/her employer for promotion purposes.

The ordeal is hiring hard and managing easy. This to my understanding is going through difficult procedures to attain the best suited employees for an organization. This is embraced because it would be much easier in the progress of the organization’s activities when an employee does exactly as expected of him/her or even better with minimal supervision than get employees easily and train them in the process of the organization’s activities. One thing that was not considered by bad selection with good training is that, the easily chosen may not have positive response to the training process. This would mean that the organization will have wasted time and resources. Secondly, working and training at the same time does not guarantee better performance in the organization.

Measuring an organization’s performance is an important thing since it plays part in transforming corporate strategy into results. Today there are various non-traditional performance systems that have an influence in organization’s performance (Kuvaas, 2016). Among others include; poor competing strategies– many organizations have decided to solve their faced challenges through negotiating with its cause factors. For example, if the performance of the organization is largely affected by a competitor who sell similar products or offer same services as it at a lower cost hence affecting its sales, the organization board has an option of holding a meeting with the competing organization’s board to settle pricing at a more favorable cost for both of the organizations; Disputes among employees – this involves settling disputes that are affecting the business organization directly or indirectly. For instance, if employees of an organization are not in good terms, they will never perform as expected. This may affect the organization directly or indirectly. In solving his problem, mediation would work best to bring back the employees to work as a team and get involved in the business culture fully.

As already outlined in the beginning, some business organizations have not realized that some motivational strategies have little impact on employee motivation, and yet they invest a lot of money and time implementing them. Such businesses must come up with better strategic plans that will help in understanding the necessary changes in employee needs. Some of the requirements cannot be realized just by receiving employee responses through suggestion boxes. They require intensive study of social needs that impact employees directly and how such challenges can be applied as opportunities for motivation for by the HR department of business organizations.

2.5 Decision Making Theories

There are theories that influence the key aspects of an organization that change important decision making processes basically in the private sector. Theories of decision making are bound by the driving factors that influence the decision making process. Such factors will lead to a successive theory development explaining the concept of decision making. Such theories include (Saad, Et al, 2015):

Political behavior theory (government approach) – this is the theory that explains that politics has a part to play in decision making within an organization especially if the decision making process is depends greatly on the decisions a political organization makes on policy making. The core areas of concern are the direct involvement of the government in determining market values (rates) and structure. For instance, if decentralization of firms is encouraged by reduction of subsidize in the periphery areas, a business organization might re-think on where to locate spatially.

Institutional approach (theory) – this is the case where an institution decides the activities taking place within the business organization. This is driven by three different factors that include, content characteristics, policy instrumentation, issues concerning policy and the respective targeted group. With the development of this line of thinking, there is a clear indication of the perfection of boundary and those factors that can influence attainment of such perfection.

Generally, this is an indication of whether the business organization is in control of the possible outcomes or not. It then means that such theories are developed in the aspect of internal environment of a business organization and the external environment as well. It is therefore clear that the business organization has full control of the internal decision making whereas it can only abide by the structure of the external environment by developing techniques to survive on completion from other organizations in the same industry (Saad, Et al, 2015).

2.6 Hypotheses

In answering different questions, it will be important to consider four distinct hypotheses that will respond to the research questions and in achieving the objectives. Therefore, the objectives include:

1) Is there a significant relationship between employee motivation strategies and employee performance?

Null hypothesis (Ha): There is no significant relationship between employee motivation strategies and employee performance.

Alternative hypothesis (H’a): There is a significant relationship between employee motivation strategies and employee performance.

2) Which employee motivational strategies are more efficient in improving employee performance?

Null hypothesis (Hb): There are no motivational strategies that are more efficient than others

Alternative hypothesis (H’b): There are motivational strategies that are more efficient than others

3) Does fair and equitable scheme influence employee motivation?

Null hypothesis (Hc): Fair and equitable scheme does not influence employee motivation.

Alternative hypothesis (H’c): Fair and equitable scheme influence employee motivation.

4) Does a long-term organizational improvement plan enhance employee motivation?

Null hypothesis (Hd): Long-term organizational improvement plan does not enhance employee motivation.

Alternative hypothesis (H’d): Long-term organizational improvement plan enhances employee motivation.

This is my work

Saudi Football Investment and Al Hilal Competitive Advantage

Chapter 2. REVIEW OF LITERATURE

Overview

This chapter entails a review of previous literature concerning the Saudi Football Investment and Competitive Advantage The literature comprises theoretical, contextual, and empirical literature that has been organized according to the objectives of the study. The information presented in this chapter has been researched from articles, journals, books, magazines, dissertations, and past theses.

According to Porter (1980), the profitability of a company depends on industry characteristics, strategic group characteristics, and the relative position of the company within the strategic group.

competitive advantage is derived from the factors such as industry structure, which exists external to the organization (Porter, 1980).

According to Porter (1980), the profitability of a company depends on industry characteristics,

Barney (1986) explains that, from a regulatory viewpoint, the existence of the strategy is a market factor that indicates the importance of developing a conceptual system, which the companies can use to anticipate and explore competitive imperfections in strategic market factors.

Companies take aggressive actions because of competitors, who rapidly copy efficient actions and try to better use them (Olson, Duray, Cooper, & Olson, 2016).

According to Pitts and Stotlar (2002), the sports industry consists of sports-oriented products and buyers. These include fitness, recreation, leisure products, and related goods and ser-vices. The buyers are companies and consumers from different cities and countries. A more detailed definition, according to the authors, is that the sports industry “is [a] market in which the products offered to the buyers are related to sports, fitness,recreation, or leisure and can include activities, goods, services,people, places, or ideas” (p. 5).

Pitts and Stotlar (2002) state that, among the fifty largest industries in the world, sports ranks among the first 20, and royalties, purchase of sports-related books, building of stadia and gymnasia, and TV and radio broadcasting contracts are the categories in the sports industry that have grown the most since the 1980s.

Main point

1. Saudi Arabia’s vison of the sport sector

2. The privatization journeys

3. Investment opportunities

4. Intersection between sport and other sectors

Factors

1- Equity

2- Brand.

3- Communication.

4- Product.

5- Sponsors.

6- Competitors

References

Porter, M. E. (1980) ‘Competitive Strategy: Techniques for Analysing Industries and Competitors. New York: The Free Press.

Thomas, H. and Pollock, T. (1999) ‘From I-O Economics S-P-C Paradigm through Strategic Groups to Competencebased Competition: Reflections on the Puzzle of Competitive Strategy’, British Journal of Management, Jun, 127–

140.

Barney, J. B. (1986). Strategic factor markets: Expectations, luck, and businessstrategy. Management Science, 32(10), 1231–1241.

Olson, E. M., Duray, R., Cooper, C., & Olson, K. M. (2016). Strategy, structure,and culture within the English Premier League: An examination of largeclubs. Sport, Business and Management: An International Journal, 6(1),55–75.

Pitts, B., & Stotlar, D. (2002). Fundamentos de marketing esportivo. São Paulo:Forte.