what factors might allow companies with more women in management to perform better?
This article throws lite upon the half-dozen main factors that affect individual operation. The factors are: 1. Motivation two. Competence 3. Ability four. Role Perception five. Resource six. Work Place Environment.
Cistron # 1. Motivation:
Motivation is the primary force that drives a person to activity. Information technology has a multiplier effect on increasing his ability and willingness to piece of work. Motivation engages him in goal-directed behavior which helps in satisfying his needs. It is, therefore, the prime strength that promotes job functioning.
Man resource is 1 of the key organizational factors for concern success. Private effectiveness reflects his knowledge, abilities, skills and characteristics. In guild to reach goals of the system, employees must be highly motivated. Competent employees are e'er proposed with competitive remunerative schemes. Motivation is important for human being resources management to recognise the human relationship betwixt job performance and motivation.
Gene # 2. Competence:
Individual operation is also affected by his competence to perform the job. Competence ways the extent to which a person regards himself capable of performing the job. Information technology indicates that a person has command of events occurring within and outside the organization rather that the events have control over him.
People who control the events have internal locus of control and those who are affected past events across their command have external locus of control Competent people perform improve than others and accept internal locus of control. Besides motivation, competence is likewise, thus, an important contributor to individual functioning.
The concept of locus of control refers to the perception of contingencies betwixt activity and to what extent action produces an effect. Those who have high perception of such contingencies (believe that their actions produce the outcomes) are said to be "internal" (with internal locus of control), and those who have low perceptions of contingencies (believe that the outcomes are non produced by their actions) are said to be "external" (with external locus of control.
A most relevant concept in this context is that of causal attribution by Weiner. He added another dimension to locus of control, this is, perception of causal attributions; whether a person attributes the outcome to internal or external "causes". Weiner suggested a stability- variability dimension where both the internal and external causes can be either stable or variable, thus giving 4 categories of factors to which outcomes tin be attributed.
This is shown in the Showroom. Internal causes are either stable, which do not change hands (eastward.thousand., power) or variable, those that can vary or change (due east.one thousand., effort). Similarly, the external causes are either stable (difficulty of a task), or variable (luck or chance). Weiner has further proposed that interaction betwixt locus of command and stability have different significance for attribution of positive outcomes (success) and negative outcomes (failure).
Based on several investigations, Weiner proposed that persistence in activity or action will result if:
a. Success is attributed to internal variable factor (effort), because if a person perceives that his endeavour (which he tin vary) has resulted in the desired effect, he will find more pleasure in engaging farther in (increasing his attempt for) the activity.
b. Failure is attributed to variable factors (both internal, i.due east., endeavor, and external, i.e., luck and chance). If a person perceives that his failure is due to factors which can alter similar luck, or which can be varied similar effort, he however has hope for improvement by putting more than effort. If a person attributes his failure to stable factors (ability or chore difficulty), he is likely to requite up efforts, considering his ability level cannot alter easily and the level of task difficulty remains a hindrance. In such a instance, it is not desirable to persist the activity.
Factor # 3. Ability:
Ability of a person as well affects his performance on the job. Ability is the perception of a person about his cognition and skill to perform the task. Noesis represents technical attributes of a specific field. It indicates gaining expert information about the chosen field which the person has to perform. Skill is the practical ability of doing something. Theoretical data (knowledge) and applied exposure (skill) together brand a person-able and excel in job performance.
Factor # four. Role Perception:
Function is the position ane occupies in a system. It is defined by the functions 1 performs in response to the expectations of the significant members of a organisation, and 1's own expectations from that position. Role is important for integration of individual with the system. Part is a central concept in piece of work motivation as information technology is just through the role that private and the organization interact with each other.
Performance of a person is affected by his office perception. Information technology indicates what a person thinks about himself with reference to organizational activities. If a person is clear of his role, he will perform his chore well. If, yet, at that place is role conflict, a person is engaged in two or more simultaneous roles where he is unable to decide his part and contribution to the job.
This negatively affects performance on the chore. Role ambiguity where a person is non clear of what is expected from his job position besides results in depression productivity.
Cistron # 5. Resource:
Organizational resources tin can be physical (infrastructure, plant layout etc.) or psychological (training, evolution, bounty, labour-management relationships, leadership, motivation, communication etc.). Resource at the work identify affect performance of a person on the task. These resources also affect motivation of a person to perform his chore. A healthy work environment is ever conducive to positive job functioning.
Factor # 6. Work Place Surround:
The processes should be designed to enable employees to put their cognition, skill and expertise to work. The results should be transparent so that private does not have to wait for higher government to interpret the performance. Each private should exist treated as an individual and not a machine.
People evangelize results when they know how they can increase their ability and opportunity in the organization non when they are told why they take to. All man beings know what to await non only from themselves but also from the organizations. Congruence of these ii needs tin motivate employees to give their best rather than only monetary incentives.
Though there are various factors that affect individual performance, motivation is ane of the about important factors that affects job performance. Delivery, ability, dedication etc. bear on functioning only if the employees are motivated to work. Managers have to analyze human behaviour and find out the right motivators that affect job performance.
Motivation helps in improving job performance in the following ways:
(a) It promotes employees to put higher level of performance than those who are not motivated to work.
(b) It exploits potential of the employees to the fullest of their power.
(c) Information technology reduces labour turnover and absenteeism and, thus, the toll of recruitment, grooming and developing new employees.
(d) Committed employees enhance reputation of the organization in the global markets.
(e) It reduces resistance on the part of organizational members to accept change. Motivated employees take change as they know the benefits arising out of proposed changes.
Source: https://www.businessmanagementideas.com/notes/management-notes/employee-motivation/6-main-factors-that-affect-individual-performance/5098
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