Data

Professor Theodore Sarager

BUS-470

3/10/2022

Guerline P. Joseph

The provision of employees with an appropriate guidance, techniques, direction, compensation and assets in accordance with the motivational goal and ensuring they are quick in the delivery of work in accordance with the specifications of the employer is the major objective of motivation. Employees are important organizational assets thus for an employment to grow there is need to ensure that they remain motivated. Furthermore, costs associated with the recruitment and maintenance of employees tend to be reduced significantly and it also aids in the expansion of vocation if however, employees are retained for long. Managers ought to possess the capability of ensuring employees remain motivated. There are numerous instances in which organizations may face challenges in employee retention due to the labor market of today that is highly aggressive and the restricted job opportunities available. Loss of employees is considered to be a major loss of information, aptitudes and experience which generate significant financial implications and costs to a business, inclusive of costs associated with fulfilment of customers’ needs. Managers that possess strong motivational techniques may aid organizations through the enhancement if retention of employees.

Low employee motivation would lead to a poor performance influenced by slow working pace, spending more time on their phones, lack of the zeal to be creative among other factors. Employees would be unfocused if they lacked motivation on their performance. This would lead to underutilization of resources which would in turn hinder the organization from performing well and fulfilling their goals. The visions of the organization would be uncertain. On the other hand, motivated employees would be more driven, focused and enthusiastic in performing their assignments. They would be proud in the area of their production. They would not only be interested for performing well in their field but also for the advantage of the organizations. Numerous studies have been conducted on employee training, reward systems, enhanced job security independently as rewards for motivation. Other studies have been conducted in relation to the motivation of employees but only a few have been conducted in relation to its impact on the performance of employees. Employees tend to be motivated in variety of ways and through the use of varied motivational techniques.

There is thus need to note that different organizations make use of different techniques of motivation for their employees. The main issue of the proposal is assessing the relationship between promotions and rewards on the motivation of employees with the impacts from the performance in an organization, more specifically a case study of United Nations. It also seeks to provide a description of the manner in which motivation impacts employee performance along with effective strategies of motivation to facilitate success of an organization.

Employees Department

Years worked in the Organization

The respondents were asked to state the number of years they had worked in the organization. It was revealed that 54.5%(36) of the respondent had retained their positions and worked in the organization for 6-10 years,33.3%(22) had worked in the organization in their current positions for 11-15 years,6.1%\94) had worked in the organization in their current position for 16-20 years and 3%92) had worked in the organization in their current positions for 21 years and above.Furthermore,3%(2) of the respondents did not specify the number of years that they had worked in the organization and if they had held the same position throughout their employment at UNICEF,UK. Therefore, the study revealed that most of the respondents at UNICEF, UK had worked for the organization for 6-10 years hence an indication that there is huge employee retention rate. The years that employees have worked at UNICEF; UK can be demonstrated by the table below:

When asked whether the UNICEF made use of monetary rewards to motivate employees the responses were as follows.54.5% of the employees strongly disagreed,12.2% disagrees,33.3% were neutral and no one agreed or strongly agreed. In accordance with the results, it is thus evident that United Nations (UNICEF) did not make use of Monetary rewards to motivate its employees. Monetary rewards may consist of base pay, incentives, bonuses, commission, merit pay or other forms of allowances. Upon being asked to indicate whether there was the use of non-monetary rewards in the process of employee motivation,33.3% agreed and strongly agrees,21% were neutral while 12.4% disagreed. These results therefore indicated that the organization utilized non-monetary rewards in a quest to ensure their employees remain motivated. Non-monetary rewards consist of decision-making roles, promotions, recognition, flexible working hours and company uniforms.

The respondents were also asked to state if they considered money to be a crucial incentive to motivation to work harder.55.8% agreed,37.9% strongly agreed whereas 8.3% disagreed. In accordance with the results, it is thus evident that money was considered to be a crucial incentive in bolstering the performance of employees. When asked to indicate whether there was the use of money value in the performance of the function of scorecard 57.5% were neutreal,33.3% agreed,6.1% disagreed whereas 3.0% disagreed. These results therefore indicated that employees made use of money value as a scorecard for assessing the value that the organization attached on the services they provided.

Upon being asked to state whether salaries and other factors of hygiene triggered dissatisfaction amongst employees,57.5% strongly disagreed,33.3% disagreed whereas 9.1% were neutral. This therefore indicated that the salary of the employees and other hygiene factors are not useful in triggering dissatisfaction amongst employees. Furthermore,97% of the respondents were neutral towards the enhancement of the quality of work of employees as a result of the implemented rewards systems.

Impact of staff training and development on the performance of employees

When asked whether they were effectively trained so as to acquire and improve on their skills and knowledge,48.48% agreed,28.79% agreed,13.64% disagreed and 9.09% strongly disagreed. This therefore implied that at UNICEF, employees are trained so that they can be able to acquire new skills and improve their knowledge and attitudes towards their work. This therefore implies that incentives such as training makes employees to have a high morale as a result of bolstered confidence and motivation. Employee’s training makes them to be highly secure in the workplace and effectively manage changes since they get to increase their understanding and development towards change. Training at UNICEF has been seen to be in the form of courses and training programs during off time hence increasing the skill level. Even in the case of new recruits, mentors are provided to act as guides hence orientation proving to be of great use. Therefore, in UNICEF, employee training has been substantial in ensuring the organization is in a better position to be able to face its competition and maintain a top position.

2