Multiple Source Essay

Employee Performance

Kyle B. Amstead

University of Maryland University College

April 18, 2019

Employee performance is the measure of how well an employee achieves the job-related aspects expected of them by their employer. Employee performance is an issue that has been of much focus for many organizations and researchers, as it has been directly linked to the productivity of an organization. Therefore, companies are always at a loss on how to best improve this performance in order to guarantee their success. Several theories have been advanced that have identified coaching, training, motivation and job satisfaction as the major elements in improving employee performance. However, other theories have been posited to debunk the myth that each of these elements individually is of utmost importance. Instead, a multi-faceted approach to the assessment of factors that inform employee performance is encouraged.

Coaching

Coaching is a process that allows individual needs to be aligned with those of the organization, through the help of a coach. Mwangi, Wario, Odhiambo & Nzulwa, (2018) conducted a study to find out the effect of coaching on employee performance in state corporations in Kenya. The study used a mixed research design with a population of 126 respondents. The research found that coaching played a very significant role in how well the organizations in the study were doing. Mwangi et al (2018) noted that successful coaching heavily relies on the existence of a trusting relationship between the coach and the employee. A coach needs to understand the true nature of the employee, by assessing the different factors that inform this nature such as religion, race, belief system and cultural background. Coaching has significant effects on employee performance, for example, increased job satisfaction, clearer job direction and boosted morale.

Coaching and Training

There have been several studies that have posited the use of coaching combined with training as the surest way to guarantee the effectiveness of coaching, For instance, Mwangi et al (2018) concludes by adding that while training is crucial for every organization, the benefits are more evident when mixed with those of coaching because coaching has practices that surpass basic training, such as individual development plans, feedback systems, and personal action planning. Sendawula, Nakyejwe, Bananuka, & Najjemba (2018) details a study conducted to determine the impact of training on employee engagement and performance in the Ugandan Health Sector. The research found that training is crucial for employee performance as it builds on the skills the employees have. However, employee engagement was found to be a better predictor of employee performance than training was. It was also found that there was a significant positive relationship between training and employee performance.

Motivation

The research was undertaken by Robescu & Iancu (2016), to find out the factors that affect employee's performance in an organization. The study found that different employees respond to different types of motivation. For some, the motivation was extrinsic and for others it was intrinsic. In addition, the study also found that training was also linked to motivation and performance. Motivation is irrelevant in regards to performance if it does not go hand in hand with the necessary skills for the job.

Pradhan & Jena (2017) developed a conceptual framework on the basis of feedback acquired from academicians and other industry professionals on their take on workplace performance. They found that it was imperative that the management of an organization sets effective systems to monitor employee’s performance. Organizations that are often hailed as good employers have systems in place that track how employees are performing and reward these employees. This often serves as motivation for better performance leading to job satisfaction. The research, however, reiterates the view that incentives do not work the same for all employees (Robescu & Iancu, 2016). Performance should, therefore, be looked at from an employee's perspective and not from an activity perspective. As a result, the management will focus on employee needs and these needs when aligned with organizational goals will subsequently lead to improved performance.

Employers have always struggled with how to motivate their employees so that they can improve employee performance. According to Robescu & Iancu (2016), while motivation has often resulted in improved employee performance, it should not be hailed as the only contributing factor towards performance. Other factors may significantly impact performance irrespective of whether the employee is motivated or not. Instead, the argument that skills are parallel to motivation is advanced. If the workers do not have the necessary skills to perform at their jobs, then motivation will not do much to improve performance. If a task is difficult, and the employee is not well equipped to handle it, even the greatest case of motivation may do very little to improve the outcome. The paper also makes an argument for long-term programs to be used to enhance performance as opposed to short term incentives. Short term incentives may have a sudden impact but may wear off just as fast. Additionally, incentives are meant to inspire rather than force workers to do something (Robescu & Iancu, 2016). Nevertheless, some studies such as Pradhan & Jena (2017), place too much emphasis on motivation as the main reason for performance without taking into consideration factors that may negate motivation such as lack of adequate skills to accomplish the task, to begin with.

Individual differences mean that motivation works variedly depending on these differences. For instance, extrinsically motivated employees are usually interested in outside job factors, for example, the status the job accords them, or financial incentives. As such, they will only be motivated by aspects such as an increase in wages and benefits or a promotion that accords them a high societal status than the one they have. Intrinsically motivated employees, on the other hand, are motivated by factors such as self- satisfaction, or identifying with organizational goals. Those that believe in the organizational goals and values are happy that their organization shares the same values as them, and if that changes they may become demotivated. Alternatively, those who are satisfied by their jobs because it meets their personal goals may also not be motivated by money or flexible work hours; hence organizations should understand individual employees before trying to motivate them. Muda, Rafiki, and Harahap (2014) undertook a study to reveal the factors that influence employees’ performance in Islamic Banks in Indonesia. The study found that the three most significant determinants of performance were job stress, motivation and communication variables. It also reiterated that employee motivation may be the single most crucial factor for performance. Therefore, employers should determine whether their employees are intrinsically or extrinsically motivated.

Job Satisfaction

Job satisfaction is the second factor that has been linked to employee performance. It is defined by Inuwa (2016), as a situation where an employee can admit in all honesty that they find gratification in the kind of work that they do. As a result, measures of job satisfaction determine how attached an employee is to their current job, and what feelings they have towards it, whether positive or negative. Inuwa (2016) conducted research on the relationship between job satisfaction and performance for the non-academic staff of Bauchi State University in Nigeria. Systematic random sampling was used to pick the target sample. It was found that the factors that determine the level of job satisfaction include opportunities for growth, salaries and benefits and working conditions. Inuwa (2016) further argued that when discussing job satisfaction, it is imperative that job dissatisfaction is discussed as well because of the detrimental effect it has on organizations. While dissatisfied employees may not leave the organization, they may carry around an attitude that affects how they perform their work and how they treat their colleagues.

Employee performance is a function of several factors such as job satisfaction, motivation, coaching, and training. Each of these factors has been proven to have a significant impact on the performance of an employee. However, several studies have suggested that several of these factors could be used together for maximum performance. For example, training of employees is important in developing skills; nevertheless, it does not result in that much improvement if it is not paired with coaching which ensures a more personal focus than training does. Additionally, the motivation of employees does not work if employees do not have the necessary skills to accomplish their duties. As a result, motivation could be paired with training so that the employee has the necessary skills to handle difficult tasks and as such will not be easily demotivated. It is therefore imperative that organizations focus on several factors and not just a one-faceted approach to employee performance.

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