Managing and Leading People in International Organisations

DEVELOPING A STRATEGIC MANAGERIAL APPROACH FOR THE EFFECTIVE MANAGEMENT OF EMPLOYEE MOTIVATION AND ORGANISATIONAL PERFORMANCE
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Word Count: 3155
Developing a Strategic Managerial Approach for the Effective Management of Employee Motivation and Organisational Performance
Introduction
Organisational performance is highly dependent on organisational human resources. Organizations can increase employee motivation, engagement, and commitment through strategic human resources management. According to Pancasila et al. (2020), increasing employee motivation increases their job satisfaction and performance. Thus, increasing employee motivation and performance leads to a direct improvement in organisational performance. This paper aims to identify strategies that organisational management can adopt to effectively manage employee motivation and organisational performance.
Context
This paper focuses on an international context. Due to globalisation, many organisations are now operating at an international level, and those that are not are always looking for opportunities to internationalise. The literature and organisations explored in this paper are of an international nature.
Discussion
Employee Motivation
As indicated in the introduction part of this paper, increasing employee motivation is crucial in enhancing organisational performance. Two questions arise here:
* What is Employee Motivation?
According to Cole (2019, p.290), employee motivation is the desire of an employee to do an exemplar job by investing their time, energy, and effort into their work. It is part of human behaviour and can be influenced by different factors. Werner (2022, p.41) indicates that employee motivation is a voluntary behaviour that differs from one person to another because people have varying needs, desires, and goals that cannot be met in a one-size-fits-all approach.
* What drives Employee Motivation?
Employee motivation is not something that occurs in a vacuum. According to Neubert and Dyck (2021, p.96), employees are motivated by different motivators based on who they are and what life experiences and lessons they have been through. The drivers that are a result of life experiences and lessons include the desire for achievement, fairness, affiliation, and power. When employees are motivated by the desire for achievement, they need meaningful, relevant, achievable goals to be set because achieving the set goals will motivate them further to tackle the next goals and objectives (Neubert and Dyck, 2021 p.97). Employees who are motivated by their desire to achieve are usually high-achievers with a strong belief that they can achieve their goals and reap the benefits of their success. Organisations can create self-development and growth opportunities to motivate these employees.
Employees who are motivated by the desire for fairness are more interested in equal and just treatment in the workplace (Neubert and Dyck, 2021 p.97). This means that wages and salaries should be equitably distributed without any form of discrimination. In addition, there should be a fair distribution of rewards because if employees perceive or feel as if ...