Journal of Organizational Culture, Communications and Conflict (Print ISSN: 1544-0508; Online ISSN: 1939-4691 )

Short communication: 2021 Vol: 25 Issue: 5

A Key Note on Motivation and Performance

Sora K, Qatar University

Motivation is that the psychological method that gets workers going, keeps them going, and determines the direction and strength of the trouble they apply. It’s what causes them to prevent and apply their energies elsewhere. Considerably, workers area unit impelled by the roles they are doing and also the context of those jobs. If there is motivation, performance is feasible. Motivation and performance result in personal outcomes for every worker. Once aggregative, worker outcomes result in organisational outcomes like turnover and profit. An unchanged Time consultant has trained thousands of managers in a way to inspire their employees and has managed the motivation and performance of many subordinates.

Measuring Performance

Fundamentally, managers sense the presence of motivation by assessing the performance of an employee. However performance isn't straightforward to live. Performance is assessed by managers daily and a lot of formally in performance appraisal and development review.


Many employees choose in to a career. An attorney needs to be a lawyer; a nurse needs to be a nurse. In these cases, their internal or implicit motives area unit in line with job activities. It’s thus easier for a manager to inspire them. For others World Health Organization takes employment as a result of they have the money, management should introduce a way of that means through smart job style and coaching Armstrong and Baron (2006). Ultimately management should produce a sense of job satisfaction altogether employees. Job satisfaction comes from task performance and feeds back to bolster feelings of significance. Significance reinforces motivation. To kick the method off, motivation needs management attention and energy.


Performance should be measured against job descriptions and goal set from time to time; and goals and expectations should be quantified. If the worker is impelled, ensuing performance then depends on the private characteristics of the individual employee and also the scenario or surroundings they add. Their personal characteristics embrace temperament and general ability. And for adults, these area unit considerably unchangeable. Personal characteristics additionally embrace skills and data Mayer and Davis (1999). These are often modified through coaching and knowledge. Performance may be influenced by situational factors like company policies. To secure performance, management should work on characteristics that may be modified.

Performance Management

Most workers World Health Organization arrange to their firm and have interaction with their job perform well in their job. Some workers can but want shut management attention to correct poor performance Meyer et al. (1965). They have to be performance managed. This involves invoking a broadcast company procedure. This can be not like the disciplinary procedure however it's a positive bent since it aims to boost, not correct. Performance management uses the principles of motivation and performance mensuration. Corrective action should be actively managed to success. However in some cases, the worker should be managed out of the firm. Link to Leadership Managers moderate and enhance motivation, and change employees to perform. They are doing this through the roles they produce, their own leadership, the work surroundings and also the culture that they engender within the firm. The link between leadership approach and culture should be acceptable and differs in every firm.


  1. Armstrong, M., & Baron, A. (2006). Performance Management: A strategic and integrated approach to achieve success. Mumbai: Jaico Publishing House.
  2. Mayer, R.C., & Davis, J.H. (1999). The Effect of the Performance Appraisal System on Trust for Management: A Field Quasi-Experiment". Journal of Applied Psychology, 84(1), 123-136.
  3. Meyer, H.H., Kay, E., & French, J.R. (1965). Split Roles in Performance Appraisal. Harvard Business Review, 43, 123-129.
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