Motivation, leadership style and performance management Essay

Motivation, leadership style and performance management - Essay physical exerciseThis essay is structured in different sections, with each section dealing with one operator of life-and-death influence on performance. The first section discusses the various theories of motivation including the works of Maslow (1943), Alderfer (1972), McClelland (1955) and evaluates the impact of motivation on the groups performance. The second section discusses theories of leadership by XYZ, and assesses the impact of leadership style on the performance of our group. The third section of the essay covers performance measurement as the factor that impacts on the group performance. The final section of this essay covers my conclusions and the recommendations that can help in better performance management. The first factor that I intend to relate to performance of team is motivation. Motivation has been one of the most studied and discussed topics germane(predicate) to performance. According to one of the oldest and most popular theories of motivation, motivation is the result of drives or need that human beings have. For example, Maslows Theory of Hierarchy of Needs (1943) states that there be several stages of needs, want the basic needs for food, protective cover and security social needs related to feeling a sense of belongingness or affection, status and egoism needs, and self-actualization needs. As a person is able to fill his lower order needs, the higher order needs become operant and motivate him. See Figure 1 below Figure 1 Maslows Hierarchy of Needs Theory (Source Maslow, 1943). Another version of the derive system is that proposed by Alderfer (1972), which segregates these needs into completely three categories ERG or existence, Relatedness and Growth needs. According to Alderfer (1972), all three types of needs can be operable at the same time. Similarly, a theory of need is proposed by McClelland (1955), which states that passel are motivated by diffe rent needs and the prominent need defines what factors may motivate them. For example, according to McClelland (1955), people who have a high need for achievement are motivated by challenging tasks and lofty objectives, while people who have a high need for affiliation are motivated by opportunities that furnish them with more than social interactions or recognition. Need for power is high in people who are motivated to declare positions of high status and power. These theories root the basis of motivation into an internal need of the person. In contrast to these theories, theories like that of Vroom (1964), consider the external reinforcing stimuluss and predictions as the driving forces for motivation and performance. Vrooms theory states that people gauge if their efforts are capable of getting them the desired performance, and if the performance outcome can lead them to their goals or rewards. This means that there are basically two eyeshots to motivation one is the expecta tions of a link surrounded by effort and performance, and the other a direct link between the performance and rewards. Another essential aspect of motivation according to this theory is the desirability of the reward or the expected value of the reward. People are motivated to expend the effort only if the reward has value for them. As such, motivation according to this theory is a product of Motivation = Expectancy X Instrumentality X Valence Where, Expectancy is expectation that the effort leads to performance Instrumentality is the perception that the performance will be instrumental in attaining the reward Valence is the value of the reward for the person In addition, motivation can be both extrinsic, as in the case where rewards and incentives are the motivating factors, and intrinsic, where the person wants to fulfil an internal need