Introduction
Scholars indicate that employee’s performance is a fundamental aspect of organizational success. For an organization to enhance its performance, a need arises to embrace divergent recommendations to add worth to the organization. As such, performance management should influence organizational processes through individuals and teams.
Enhancing individual motivation and performance
Royal Bank of Scotland (RBS) should boost individual motivation and performance, which are essential aspects that affect the competence of the organization. Individual motivation should be managed to reduce the process loss and increase synergy. Additionally, management should comprehend that enthusiasm amidst workers involves sacrificing individual’s interests for the good of the whole company. The organization should use the competitive compensation method to motivate every worker.
The competitive reward method involves awarding persons when they successfully perform in a group. Further elaboration indicates that people in a team receive rewards basing on their performance. Indeed, the rewards vary depending on the routines (Griffin & Moorhead, 2011). This system is effective since it enhances group productivity by focusing on the idea that admirable group performance needs every member to do his/her best.
It involves recompensing individuals who accomplish more, especially as compared to their peers. The system offers a strong incentive to individual efforts, thus enhancing productivity. This method is appropriate for lowering task interdependence and enabling members of a group to work independently. In this case, competitive rewards motivate high personal performance, thus leading to the augmentation of group productivity (Griffin & Moorhead, 2011).
In most organizations, reward systems are instrumental in the attraction, maintenance and inspiration of qualified employees. The organization’s reward structure must be unbiased and reliable to ensure equal treatment and compliance with the law. Compensation should be fair for the individuals’ contribution to the company. Moreover, the system should be competitive in the outside labor market for the organization to draw and maintain proficient workers in suitable fields (Griffin & Moorhead, 2011).
The organization should choose the level performance necessary to supplement a reward system since the appropriate behavior often recurs. An effective reward method must consider volatile economic issues like inflation and market conditions. Rewards convey to staff their worth to the organization, and their importance relative to others. Administrators should tune the employees that their rewards will be conveyed (Griffin & Moorhead, 2011).
One method of improving individual or group performance
Mangers can use many ways to enhance performance at RBS CITIZENS. An effective method of upgrading the performance in the organization should encompass employees’ involvement and motivation. Employees’ involvement in their work plays a significant function in motivation (Griffin & Moorhead, 2011).
It is usually enhanced through collaborative management and empowerment. Leaders who use this method increase the employees’ motivation. Usually, participation and empowerment fundamentally alter the way the employees perform their duties. Participation arises when employees can make choices concerning their work (Griffin & Moorhead, 2011). Employees who engage in decision-making are more dedicated to implementing decisions appropriately.
Additionally, successful decision-making, implementation, and foreseeing of the positive results can help fulfill one’s needs for accomplishment, provide appreciation and responsibility, and boost self-esteem. Asking employees to participate in the decision-making in an organization can be instrumental in upholding of their self-esteem (Griffin & Moorhead, 2011).
In addition, participation helps in the clarification of expectancies. Through their participation, employees can understand the link amid their work and the compensation they want most. Employees can tackle questions and make choices regarding their work.
For instance, managers may ask the workers to choose ways of doing their job instead of directing them how to do it. Based on their own familiarity with their job, the employees might upgrade their output. They can also be qualified to decide the materials and tools to use (Griffin & Moorhead, 2011).
Through involvement, workers can also make decisions about when to change shifts or take breaks if the jobs are relatively independent. At RBS CITIZENS, employees should get more chances to contribute in broader issues of product quality. Such involvement can make the organization become more successful (Griffin & Moorhead, 2011).
Conclusion
Conclusively, the key to raising the performance of an organization is the leader’s way of using positive support. The managers’ ability to respond constantly to the needs of the employees creates an automatic connection that promotes the workers in their performance. High performance in an organization is mainly caused by the effective motivation of the employees.
References
Griffin, R. W. & Moorhead, G. (2011). Organizational Behavior: Managing People and Organizations. Boston: MA. Cengage Learning.
Silva, S. (2009). Does Empowerment Motivate Employees in the Hospitality Industry (Sri-Lanka) to Increase Performance. (Master Thesis). Norderstedt Germany: Books on Demand GmbH.