新西兰代写-公司激励理论对员工绩效的影响

新西兰代写-公司激励理论对员工绩效的影响。公司可以通过创造团队建设活动的感觉来提高员工的绩效(Brown and Capozza, 2016)。这样可以提高员工的整体士气，提高员工的绩效。这可以提高人们的热情水平，增加他们对公司的承诺。一旦达到这个目标，员工通常会寻找他们在公司的增长潜力。这种增长水平是公司的强制性需求。这是一个棘手的水平，因为它要求员工的功能和创造性(道尔顿，2013)。这些都是公司需要解决的难题。其次是公司文化的发展。人们发现，相互不信任会在运营中引发问题。这源于责备文化和员工的挫折感。这是基于公司的文化。员工没有任何动力。这将导致它们在所有操作中受到影响。任何文化上的改变都应该促进员工的积极性。这将为参与运营的整个利益相关者带来好处。这些问题需要解决，以提高效率和优化公司的绩效。

The first implication of this leadership is the low morale that exists in the company. This is the most important cause of poor leadership (Paulus and Brown, 2003). The employees will be misdirected or uncertain about the operation of the company. Poor communication adds to this issue of the company. These failures would cause the company to develop negative employee performance and would lead to overall lower morale. This poor leadership would eventually cause the company to develop higher employee turnover. The workers must be motivated and the culture of innovation along with respect must be fostered in the company (Biddle, 2013). This would lead to a downward spiral. This frustration is observed in Peter and Dave. These people are the euphemism to the larger issues that are pervading the company.

The recommendation that is developed for the company efforts must be fostered towards ways to improve the leadership, change in culture and bring in more motivational factors for the growth of the company.

It is imperative to understand the Maslow Hierarchy of needs to understand the Individual needs in the organization. The managers can use this theory to understand about the system. The first level of motivation is the physiological needs of the individuals. These are the basic needs that are obligatory for the individual to sustain. This can be addressed by providing the employees with the basic salary and tangible remuneration. The next level is the requirement of safety requirement (Overbeck, Correll and Park, 2005). A certain level of safety should be promised to the people for them to stay in the company. Constant uncertainty such as lay off or automation can reduce the level of functioning by the company. The third level is the requirement of belonging. This impacts the overall morality to be down. The company can improve the performance of the employees by creating a sense of team building activities (Brown and Capozza, 2016). This can improve the overall morale of the people and increase the performance of the employees. This can improve the passion level of the people and increase their commitment to the company. Once this is reached, the employees typically look for their growth potential in the company. This level of growth need is compulsory by the companies. This is the tricky level as it requires the employees to be functional and creative (Dalton, 2013). These are difficult levels that necessaraily to be addressed by the company. The model has certain innate limitations. This can be used as a guide to help the people reach their potential.
Dissatisfaction is called the “hygiene factors”. As an inception step, the company must fix the poor company policies (Avolio, Kahai and Dodge, 2001). These must be changed in the culture. The culture must reflect the respect and the dignity for the team members of the employee. Providing of the job security can help the employees to perform. The next step is to create the condition for the job satisfaction (Skinner et al., 2009). To create the satisfaction, the company should factor in the motivating factors that are associated with work (Herzberg, Mausner and Snyderman, 2011). This is known as the job enrichment. This must recognize the people contribution. These theories must be used to ensure that a growth is entailed of the employees (Brewer and Silver, 2000). These are formula theories that must be used by the company to bring in changes.

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