Writing Assignment 6 source

Improving Employees[‘] Performance [or, “Employee Performance”]

Kyle B. Amstead

University of Maryland University College

April 4, 2019

Introduction [center subheaders]

Employees are major stakeholders, and they contribute to the overall productivity within an organization. There are a variety of factors that could influence their performance[,] such as training and motivating them. Organizational leaders can build successful companies when they focus on the well-being of their employees. Without up to date skills to cope with the dynamic nature of the business, an organization may experience reduced productivity, [and may] face stiff competition[,] among other adverse challenges[,] that may end up forcing it out of business. [Don’t use “among” instead of “and,” because they mean different things. You can use them together, though, as indicated.] There are different training and motivation techniques that are employed [for…? a successful outcome?][,] and this is what this analysis seeks to explore and how they impact on the performance of employees. [This introduction is much more effective. However, your thesis doesn’t accurately capture what’s covered below. First, the impact on employee performance is such a small part of this essay, that it shouldn’t be mentioned here. Secondly, your discussion of training and motivation is much more complex than what’s suggested here. Here’s what your essay covers: definitions of training and motivation, examples of training and motivational programs, the importance of evaluating these programs, and factors that should be considered in their implementation.]

What are the Training and Motivation Tools That Organizations can Employ? [This section needs to be better organized. Begin by introducing the subsection, then deal with one topic at a time, first training, and then motivation. Suggestions below.]

Training refers to the special skills, ability, and knowledge that are required to perform the specific job well" (Sharma & Shirsath, 2014). [If this is a direct quote, be sure to show where the quote begins; cite the page number.] By training employees, their productivity is improved[,] and [it] also aids in effective resources utilization for the attainment of organizational and personal goals. Companies develop training programs depending on their needs, but the two major reasons [such programs are implemented are to] include developing the performance of workers and programs to acquaint new employees upon their selection to the procedures, policies, and the rules of the organization (Sharma & Shirsath, 2014). [Moved from below for better flow.][Now add a sentence here to define motivation. Here’s an example based on your text from below: “Motivation is any method used to get people to do their best despite the challenges that they may endure. Sharma &[and] Shirsath, (2014) classifies[y] motivations to integrate both [as either?] intrinsic and extrinsic. These two influences on the employee job performance. An example of intrinsic motivation is verbal appreciation[,] while rewards such as bonuses affect[represent] extrinsic motivation. Continuous learning is a form of employee motivation which most employees need to feel good about their jobs and thus perform optimally. (Ganta, 2014). Some employees may also find motivation through reward and money (Ganta, 2014). Sharma & Shirsath, (2014) classifies motivations to integrate both intrinsic and extrinsic whereby these two influences on the employee job performance. An example of intrinsic motivation is verbal appreciation while rewards such as bonuses affect extrinsic motivation. [Focus on introducing your point in this subsection first, and then go into detail. Save these details on motivation for your paragraph on motivation below.]

What are the training techniques are employed by organizations? [Good. You’ve started with your point.] [The] Lecture approach is an effective training technique where large amounts of information can be transmitted to a large number of employees at the same time. This is a traditional methodology that organizations can employ to train their employees and also maintain cost effectiveness. Workshops can also be used as a strategy to train employees where aspects such as conflict resolution, communication, [and] problem solving[,] among others [skills] are trained [taught]. There are [also] other training methods such as apprenticeship, simulations, case methods, internships, coaching and mentoring, discussions, computer-based, role-playing among many others (Sharma & Shirsath, 2014). [Join this paragraph with the next so your two sources can be synthesized together.]

The training programs depend on the level and learning of the trainees. For instance, to motivate employees to join organization skills training and remedial educations are relevant programs [for employee motivation]. [Mixed construction. One way to fix is indicated.] Each training program that is employed seeks to teach employees on new things that they are expected to apply to improve on productivity (EL Hajjar & Alkhanaizi, 2018). [“El”]

Companies develop training programs depending on their needs, but the two major reasons include developing the performance of workers and programs to acquaint new employees upon their selection to the procedures, policies, and the rules of the organization (Sharma & Shirsath, 2014) [moved above]

Theories have been used to support the idea of motivation in organizations. These include the Maslow hierarchy of needs, Vroom's theory, skinners theory and Herzberg's two-factor model (Khan, 2012; Ganta, 2014). All these theories stress the ways to get people to do their best despite the challenges that they may endure. [This sentence moved above.] This shows the power in m[M]otivating employees because [leads to] improved performance will be realized and thus [to] a competitive advantage for any organization. How can managers facilitate motivations to improve on performance? Employees will only attain goals that they are motivated o achieve; otherwise, they will not do what the management wants. Ganta, (2014) outlines seven motivation strategies that are crucial to every organization. These are "positive reinforcement/high expectations, effective discipline and punishment, treating people fairly, satisfying employees needs, setting work-related goals, restructuring jobs and base rewards on job performance." [(p. #?)]. Organizational managers should put effort into reducing the gaps that may exist from the employees actual and desired state (Ganta, 2014; Khan, 2012)[.][Okay, but then end with the point you were making about motivation and a link back to your thesis to wrap this up. For example, “Motivation thus plays an integral role blah blah blah…”]

[Begin with a topic sentence that introduces your point: “There are several different kinds of motivation that can be employed by organizations” or other.] Training is one of the techniques that are used for motivating employees (EL Hajjar & Alkhanaizi, 2018; Sharma & Shirsath, 2014). Other techniques that can be employed for workers[‘] motivation include job rotation, job enrichment, and job enlargement. Job rotation is an approach where the employees learn various operations on the processes of one role and then rotates through other processes in a set period. In job enrichment, workers are given more control over their roles and more responsibility on the needed functions like design, execution, and output. Job enlargement approach integrates having employees handling more work of similar nature compared to what they already do, and this ideally kills boredom and motivates them to work harder. [Good details! But cite your source, and end here by wrapping up this section.]

Factors Influencing the Effectiveness of Employee Training

Apart from training employees, it is important that organizations evaluate the credibility of the[se] training programs [in order to be successful?]. How can this be done? An effective training program should address the needs that it was designed for and effectiveness can be addressed through participants[‘] opinions, behavioral change, accomplishing the training aims, changes in behavior and benchmarking (Sharma & Shirsath, 2014). [Clear start for this section.] A study by EL Hajjar & Alkhanaizi, (2018), seeks to evaluate the effectiveness of training programs and focuses on a selected training academy in the Kingdom of Bahrain where organizations measure effectiveness [is measured] through aspects such as training contents, training environment, facilities and material, training schedule and presentation style. [Nice addition of detail.] The core training programs included accounting and leadership skills, management training programs and customer relationship management. The study was conducted on a total of 143 trainees[.] where the findings concluded on [It found] the presence of a strong linear correlation between the above named five independent variables and training effectiveness and the dependent variable (EL Hajjar & Alkhanaizi, 2018). [So, in your own words, what does this mean in terms of the point you’re making in this paragraph?]

The training activities that are selected should aim at improving the processes of learning and teaching. They can be interactive, web-based training or instructor-led sessions[,] among others (EL Hajjar & Alkhanaizi, 2018). The training environment should be effective such that it does not detract employees from learning[,] and the aspects that need to be considered include seating arrangement, the trainee's attitude, and building space. [Run-on] Training facilities should offer a technologically advanced and flexible environment for learning (EL Hajjar & Alkhanaizi, 2018; Sharma & Shirsath, 2014). The training schedule should be such that it addresses relevant issues with the main aim of motivating the employees. Finally, the presentation style matters because the trainer should mainly focus on motivating the workers and improve their desirability of learning new skills and ideas (EL Hajjar & Alkhanaizi, 2018). [Wrap up this section.]

Impact of Training and Motivation on Employees[‘] Performance

This section is so short that it should not be its own subsection and should just be included in your conclusion. However, for your next assignment, you might look specifically at research on this subsection so that you can add new info here.]

The study[ies] by Khan, (2012) and Sharma & Shirsath, (2014) concludes that training has a greater contribution to employees[‘] performance compared to [than] the aspect of motivation. The two studies, however, assert that there is a positive relationship between the performance of employees and training and motivation. The managers, therefore, need to facilitate continuous training and development programs for their employees and also motivate them through the above-discussed means like monetary form, job rotations among others to improve on their performance and the overall organizational productivity.

Conclusion

An employee's performance plays a major role in the productivity and competitive advantage of an organization. When the employees are intrinsically motivated, their job satisfaction and performance will improve. Training will ensure that they have up to date skills to perform the needed tasks and it also increases their motivation. The organizations, therefore, have a duty of empowering their workers, ensuring effectiveness in their training and motivation which will increase retention of qualified workers and thus consistent and improved performance. [See corrections to references list below.]

References

El Hajjar, S. T., & Alkhanaizi, M. S. (2018). Exploring the Factors That Affect Employee Training Effectiveness: A Case Study in Bahrain. SAGE Open, 8(2), Doi:10:1177/2158244018783033.

Ganta, V. C. (2014). Motivation in the Workplace to Improve Employee Performance. International Journal of Engineering Technology, Management and Applied Sciences, Volume 2, Issue 6, ISSN 2349-4476. doi/URL

Khan, M. (2012). The impact of training and motivation on the performance of employees. Business Review, 7(2), 84-95. DOI or URL?

Sharma, V., & Shirsath, M. (2014). Training –A motivational tool. IOSR Journal of Business and Management (IOSR-JBM), Volume 16, Issue 3. Ver. III, PP 27-35.