DOCSLIB.ORG

Decentralized Environment's Impact on Employee Performance

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Decentralized Environment's Impact on Employee Performance Decentralized Environment’s Impact on Employee Performance: A study on how a decentralized environment in the operating & service department impacts employee performance within an organization. Almohtasib, Tarik Bergström, Nathalie Nguyen, Vincent School of Business, Society & Engineering Course: Bachelor Thesis in Business Administration Supervisor: David Freund Course code: FOA230 Date: 2020-06-08 15 cr 1 ABSTRACT Date: 2020-06-08 Level: Bachelor thesis in Business Administration, 15 cr Institution: School of Business, Society and Engineering, Mälardalen University Authors: Tarik Almohtasib Nathalie Bergström Vincent Nguyen (96/09/18) (97/01/17) (98/04/26) Title: Decentralized Environment’s Impact on Employee Performance: A study on how a decentralized environment in the operating & service department impacts employee performance within an organization. Tutor: David Freund Keywords: Employee Performance, Decentralized Environment, Organizational Culture, Job Satisfaction, Motivation, Decision-Making Research How does an operating and service department’s decentralized environment Question: impact employee performance? Purpose: The purpose of this study is to investigate how a decentralized environment affects and influences employee performance within their workplace; with a focus on understanding whether a decentralized environment has a significant impact on the employees’ performance or not. Method: The exploration of this study includes the collection of primary data. The primary data collected for this study was gathered through qualitative interviews with open-ended questions through a Snowball sampling. Conclusion: Decentralization among other factors mentioned in this paper leads to motivation and satisfaction which the respondents agreed upon leads to an increase in their performance. 2 Table of Contents 1. Introduction ............................................................................................................................ 5 1.1 Background ........................................................................................................................ 5 1.2 Case Company .................................................................................................................... 7 1.3 Problem Background ............................................................................................................ 8 1.4 Purpose of the Study ...........................................................................................................10 1.5 Research Question ..............................................................................................................10 2. Literature Review ..................................................................................................................11 2.1 Victor Vroom's Expectancy Theory ......................................................................................11 2.2 The Porter-Lawler Model ....................................................................................................12 2.3 Herzberg’s Two-Factor Theory of Motivation ........................................................................14 2.4 Employee Performance .......................................................................................................16 2.5 Fiedler's Contingency Theory of Leadership ..........................................................................17 2.6 Literature Analysis .............................................................................................................20 2.7 Conceptual Framework .......................................................................................................22 3. Methodology ..........................................................................................................................24 3.1 Scientific Approach ............................................................................................................24 3.2 Data Collection ..................................................................................................................25 3.2.1 Primary Data ................................................................................................................25 3.2.2 Selection of the Respondents .........................................................................................25 3.2.3 Qualitative Interviews ...................................................................................................26 3.3 Methodology Criticism ........................................................................................................29 3.3.1 Criticism of the Sources & Reliability .............................................................................30 3.3.2 Limitation ....................................................................................................................32 3.4 Method of Analysis .............................................................................................................32 4. Empirical Findings .................................................................................................................35 4.1 Managers responsibility .......................................................................................................35 4.2 Findings from Employees ....................................................................................................38 4.3 Role of Decentralization ......................................................................................................40 5. Analysis .................................................................................................................................42 5.1 The Decentralized Environment ...........................................................................................42 5.2 Motivation .........................................................................................................................46 3 5.3 Job Satisfaction ..................................................................................................................50 5.4 Employee Performance .......................................................................................................53 5.5 Further Discussion ..............................................................................................................56 6. Conclusion .............................................................................................................................58 7. Further Research ...................................................................................................................60 References .................................................................................................................................61 Appendix 1 ................................................................................................................................89 Appendix 2 ................................................................................................................................92 4 1. Introduction 1.1 Background The following section will include a brief overview of the importance of conducting this study, the background information, and presentation of themes and theories that will be introduced in this study. For the past decades, there has been an increasing emphasis on the importance of employees and that they are an asset for the organization both internal and external (Bailey et al., 2016). In the present time, it is known that employees expect to be engaged in the organizational working, that is, their role should contribute and affect the business in a greater sense (Deeb et al., 2019). Abdalla Hagen, Macil Wilkie and Mahmoud Haj (2005) states that in another article that it is now more often accepted that human resources create an important source of competitive advantage for the organization. They further state that the importance of human resources creates an increased interest in finding and adopting progressive management practices that would improve the organization’s performance (Hagen et al., 2005). Motivation has been mentioned in the decentralized environment, which raises questions (in terms of connections) in the field of employee performance (Fiedler, 1972). Therefore it is necessary to address those questions and develop further knowledge in this field of study. Thus, it can be concluded that a decentralized environment can be one of these management practices Hagen et al., (2005) discuss in their article. There has been an ongoing engagement in determining the most efficient style of decision making that fits organizations. Each organization has to determine the most fitting style that fits 5 their work environment. (Long & Hinkes, 2015) As this thesis focuses on decentralization there must be a definition to it, according to (Seeds & Khade, 2008, p. 99) decentralized decision making can be defined as, “The degree to which decision-making authority is pushed down to lower levels of the firm”. Decentralized organizations based on teams are highly successful when it comes to having people within the organization who feel accountable and responsible for the operation and success of the enterprise and not merely a few people in senior management positions. This enhanced sense of responsibility excites more initiative and effort on the parts where everyone is involved. (Hagen et al, 2005) Furthermore, it is said that people tend to associate themselves with the choice of the team since they try to accentuate their
Load more

Recommended publications
  • Sales Managers' Motivation to Coach Salespeople
    The current issue and full text archive of this journal is available at http://www.business.brookes.ac.uk/research/areas/coachingandmentoring/ International Journal of Evidence Based Coaching and Mentoring Vol. 8, No. 1, February 2010 Page 34 Sales Managers’ Motivation to Coach Salespeople: an exploration using expectancy theory Claudio Pousa, Université de Sherbrooke, Québec, Canada Anne Mathieu, Université de Sherbrooke, Québec, Canada Email: [email protected] Abstract Sales managers can supervise and help salespeople achieve their performance goals by using two types of behaviours: ‘coaching’ or ‘directive’ behaviour. As companies can be interested in promoting coaching in order to develop their human resources, they can find useful to understand which factors affect sales managers’ motivation to coach rather than to “direct”. Building on Vroom’s Expectancy Theory, we develop a theoretical model exploring sales managers’ motivation to show a coaching behaviour. Organizational implications are drawn from the model. Keywords: Sales coaching, Sales Managers, Motivation, Expectancy Theory Introduction In a time when organizations face increasing global competition and they struggle to maintain their market positions, the use of managerial tools that can help their sales representatives increase performance has become extremely important. Coaching, in particular, has been identified as a critical managerial role that every sales manager should employ in order to develop the sales representatives and increase their performance (Deeter-Schmelz et al, 2002; Deeter-Schmelz et al, 2008). However, sales managers do not coach all the time: they also conduct people through the use of directive behaviours, such as establishing goals, controlling, evaluating and rewarding salespeople (Honeycutt, 2002; Ingram et al, 2005).
    [Show full text]
  • Victor Vroom's Expectancy Theory of Motivation
    Victor Vroom’s Expectancy Theory of Motivation – An Evaluation Dr. Pranav Parijat Formerly Assistant Professor, School of Business and Management Jaipur National University, Jaipur Shilpi Bagga Assistant Professor School of Business and Management Jaipur National University, Jaipur ABSTRACT Motivation is the driving force behind all human efforts and is essential to all human achievements. As an aspect of management it occupies a very important place. Many theories on motivation in business management have emerged. Expectancy Theory as proposed by Victor Vroom is one of the process theories of motivation. It looks at the cognitive processes that effect motivation of people working in organizations. In this brief paper attempt has been made to look into this theory, bring out its characteristics, merits and demerits in context of business management. It has also been concluded that despite its weaknesses the Expectancy Theory is useful in many respects. Keywords: Motivation, Valence, Instrumentality, Expectancy OBJECTIVES 1. To spell out the dominant characteristics of Expectancy Theory, and 2. To understand the merits and advantages and the limitations and weaknesses of the Expectancy Theory. SOURCES OF SUBJECT MATTER 1. Books on Organizational Behaviour, Management and related areas, 2. Articles and papers on the Expectancy Theory of Motivation. RESEARCH METHODOLOGY This research is a theoretical research based on secondary sources. The nature of the research is descriptive, explanatory and analytical. INTRODUCTION In any business organization motivation is necessary whether a private or public enterprise. Humans are basically psychological beings and need inspiration whether extrinsic or intrinsic for achieving organizational as well their personal objectives and goals. In the modern world when competition, both among the individuals as well as the business organizations has assumed such high importance, motivation has become all the more necessary.
    [Show full text]
  • Chapter Title Work Motivation: Directing, Energizing, and Maintaining Effort (And Research)
    Chapter Title Work Motivation: Directing, Energizing, and Maintaining Effort (and Research) Authors’ Names Adam M. Grant and Jihae Shin [email protected] and [email protected] Authors’ Affiliation The Wharton School, University of Pennsylvania Abstract This chapter provides an overview of contemporary research on work motivation. We start by identifying the central premises, controversies, and unanswered questions related to five core theoretical perspectives on work motivation: expectancy theory, equity theory, goal-setting theory, job design, and self-determination theory. We then discuss four current topics and new directions: collective motivation and organizing, temporal dynamics, creativity, and the effects of rewards. Keywords Work motivation, expectancy theory, equity theory, goal-setting, job design, self-determination theory, organizing, creativity, rewards Citation: Grant, A. M., & Shin, J. 2011. Work motivation: Directing, energizing, and maintaining effort (and research). Forthcoming in R. M. Ryan (Ed.), Oxford handbook of motivation . Oxford University Press. Work Motivation 2 Introduction Work motivation is an important phenomenon for both scholars and practitioners to understand. It helps to explain what drove Thomas Edison to invent the first light bulb, Florence Nightingale to improve nursing practices, Nelson Mandela to become the president of South Africa, Benjamin Franklin to create fire and police departments, Maya Angelou to write poetry, and Michelangelo to paint the Sistine Chapel. Knowledge of work motivation also has the potential to shed light on major collective accomplishments such as discovering flight, landing on the moon, curing river blindness, and inventing the telephone and the computer. Underlying all of these accomplishments is a desire to take action. Work motivation is described as the psychological processes that direct, energize, and maintain action toward a job, task, role, or project (Campbell & Pritchard, 1976; Kanfer, 1990).
    [Show full text]
  • The Changing Workforce Expectancy Theory and Expectations
    obert F. Kennedy, in 1966 said, “Few will have the greatness mobile, are less connected to their community, and do not have as Members of Generation X (born between 1965 and 1980) expect that between want and work, or rewards and expectations. Individuals to bend history itself; but each of us can work to change much organizational loyalty as their older colleagues. Moreover, they will be given opportunities to seek personal and professional make both rational and irrational judgments based on an effort- a small portion of events, and in the total of all those acts they consider retirement as “self-driven investment opportunities.” growth, and the flexibility to pursue a balance between work and reward probability calculation and align their work performance R 1 will be written the history of this generation.” Although Kennedy Simply put, in today’s workplace, the lure of government pension life away from work. Additionally, they generally value recognition accordingly. The theory explains why some employees have high was not speaking about public servants, his observations are still and job security is not enough to retain quality employees.4 and opportunities to work in teams. Generation Y (1976-1995 or job satisfaction with lower turnover intention, average satisfaction applicable. Individually, public servants leave a small imprint on Attitudes regarding work and career are generational. A 1960s 1982–2001, depending on the source) seek opportunities that enable with average intention, and low satisfaction with higher turnover history; their collective impact is the foundation of government survey asked what gave life the most meaning. 13% believed them to perform meaningful work.
    [Show full text]
  • Motivating Students to Learn More: a Case Study in Architectural Education
    AC 2010-673: MOTIVATING STUDENTS TO LEARN MORE: A CASE STUDY IN ARCHITECTURAL EDUCATION Joseph Betz, State University of New York Joseph A. Betz is an architect and Professor in the Department of Architecture & Construction Management at the State University of New York College of Technology at Farmingdale. He received his undergraduate and professional degrees in architecture from the Rensselaer Polytechnic Institute and his post-professional degree in architecture from Columbia University. A recipient of the SUNY Chancellor's Award for Excellence in Teaching, he has served as both national Program Chair and Division Chair of the Architectural Engineering Division of the American Society for Engineering Education. Page 15.888.1 Page © American Society for Engineering Education, 2010 Motivating Students to Learn More: a case study in Architectural Education Abstract Motivational techniques have been successfully used in the workplace to increase worker productivity for many decades. These same techniques can also be used in the classroom to increase learning. This study applies a workplace motivational technique called the Expectancy Theory of Motivation by Victor Vroom to a group of undergraduate architectural engineering technology students. It measures the relative difference in learning between two groups of students: one, an experimental group where the motivational technique is applied, and the other, a control group where it is not. The experiment uses a standard set of readings that are given to both groups of students followed by a multiple choice test. Faculty teaching of the material was not a factor in the experiment, only the motivational technique used by the faculty in the experimental group was.
    [Show full text]
  • Part 3: Process Theories of Motivation
    University of Central Florida STARS Motivation 101: A Guide for Public Servants School of Public Administration Spring 2018 Part 3: Process Theories of Motivation Cooper Oban University of Central Florida Find similar works at: https://stars.library.ucf.edu/motivationforpublicservants University of Central Florida Libraries http://library.ucf.edu This Book is brought to you for free and open access by the School of Public Administration at STARS. It has been accepted for inclusion in Motivation 101: A Guide for Public Servants by an authorized administrator of STARS. For more information, please contact [email protected]. Recommended Citation Oban, Cooper, "Part 3: Process Theories of Motivation" (2018). Motivation 101: A Guide for Public Servants. 3. https://stars.library.ucf.edu/motivationforpublicservants/3 Introduction Earlier, it was discussed that theories of motivation, dealing with content, seek to find what it is that motivates individuals. However, leaders and administrators in the public sector cannot just work within the boundaries of what are driving factors for motivation, rather they must learn how to manipulate these driving factors. This section builds upon the foundations of content, addressing the foundations of the processes involved with molding the psychological and behavioral processes of individuals to motivate them. Several theories come to the forefront of this new conversation. One of these, equity theory, was first developed by John Stacy Adams in the 1960s, which was described in his work, Toward and understanding of inequity (Adams, 1963). Like most motivational theories, equity theory pertains to the inputs and outputs of individuals. Yet, this theory stresses a belief of fairness, wherein people value fair treatment amongst their co-workers by comparing ratios of contributions and benefits.
    [Show full text]
  • Factors Motivating the Adoption of E-Learning Technologies
    IBIMA Publishing Journal of e-Learning & Higher Education http://www.ibimapublishing.com/journals/JELHE/jelhe.html Vol. 2012 (2012), Article ID 777468, 17 pages DOI: 10.5171/2012.777468 Factors Motivating the Adoption of e-Learning Technologies Yining Chen, Harold T. Little Jr., Mark T. Ross and Qin Zhao Department of Accounting, Western Kentucky University, College Heights Blvd. Bowling Green, Kentucky, USA __________________________________________________________________________________________________________________ Abstract This study uses expectancy theory in an experimental setting to explain student motivation in adopting e-Learning technology. Data gathered from 173 students, having classroom exposure to e- Learning technologies, suggest that expectancy theory is appropriate for evaluating and understanding a student’s motivation to adopt an e-Learning technology. On average, students considered information acquisition as the most attractive outcome of an e-Learning technology. Further, empirical evidence suggests that e-Learning technology adoption is more likely to succeed 1) when the technology is perceived by students to be in their best interest, and 2) when students perceive that reasonable efforts will result in successful adoption. Keywords: e-Learning, motivational factor, expectancy theory, technology adoption. __________________________________________________________________________________________________________________ Introduction learning, computer-based training and Web- or Internet-based training, comprises all Advances in information technology have forms of internet supported learning and created additional options for today’s teaching. Henry (2001, page 249) defines e- education (Yang & Arjomand, 1999). Learning as the appropriate application of Corporate and campus agendas have started the Internet to support the delivery of to recognize e-Learning as having the learning, skills and knowledge in a holistic potential to transform people, performance, approach not limited to any particular knowledge and skills (Henry, 2001).
    [Show full text]
  • Theories of Motivation and Their Application in Organizations: a Risk Analysis
    International Journal of Innovation and Economic Development ISSN 1849-7020 (Print) Volume 3 ISSN 1849-7551 (Online) Issue 3 August, 2017 URL: http://dx.doi.org/10.18775/ijied.1849-7551-7020.2015.33.2004 Pages 44-51 DOI: 10.18775/ijied.1849-7551-7020.2015.33.2004 Theories of Motivation and Their Application in Organizations: A Risk Analysis Reuben M. Badubi School of Management, Wuhan University of Technology, Wuhan, P.R. China Abstract: The aim of this paper is to compare and contrast the theories of motivation and how they are used to inspire employees to develop the drive to achieve. The importance of motivation in organizations and job satisfaction is vital for the achievement of organizational goals and objectives. The consequences of organizations operating without any purpose of motivation towards its employees are far catastrophic, such as depression, turnover, burnout which can derail the success of organizations. For organizations to make employees their biggest asset and retention purposes, motivation should be a priority. The study tries to help organizations with suggestions to cultivate conducive atmospheres and relationships for employees to work under, to foster positive attitudes towards their work. A qualitative approach and theory based application were considered for this study. Keywords: Motivation, Job Satisfaction, Intrinsic, Extrinsic 1. Introduction In all enterprises whether private or state owned, motivation plays a key role in driving employees towards achieving their goals, organizational goals and to a certain extent the dreams of their nations. There are many theories of motivation, and they mostly give a relation or influence the outcomes of employee job satisfaction.
    [Show full text]
  • A Reply to Bruce G. Gillies' Commentary: Understanding
    Journal of Integrated Social Sciences www.JISS.org, 2016 - 6(1): 43-48 Commentary: A REPLY TO BRUCE G. GILLIES’ COMMENTARY: UNDERSTANDING EMPLOYEE MOTIVATION THROUGH MANAGERIAL COMMUNICATION USING EXPECTANCY- VALENCE THEORY Stephen A. Furlich, Ph.D. Texas A&M University-Commerce, USA Abstract In the article “Understanding employee motivation through managerial communication using expectancy-valence theory” (2016; see this present issue of JISS) I address employees’ expectations of performance rewards and their motivation by understanding communication with their managers through the use of Expectancy-Valence Theory. Gillies (2016; see this present issue of JISS) provides a commentary about the article that furthers the understanding of expectancy-valence theory through describing accompanying models. In this point by point reply, I address Gillies’ additional comments and described models from a communication perspective as a means to further understand expectancy- valence theory. Keywords: Employee Motivation, Manager Communication, Expectancy-Valence Theory __________________ AUTHOR NOTE: Please address all correspondence to Dr. Stephen A. Furlich, Texas A&M University – Commerce, P.O. Box 3011, Commerce, Texas 75429-3011, USA. Email: [email protected] © 2016 Journal of Integrated Social Sciences Furlich A Reply to Bruce Gillies’ Commentary COMMENTARY REPLY The article “Understanding employee motivation through managerial communication using expectancy-valence theory” (2016; see this present issue of JISS) addresses employees’ expectations of performance rewards and their motivation by understanding communication with their managers through the use of Vroom’s (1964) Expectancy-Valence Theory. A commentary by Gillies (2016; see this present issue of JISS) furthers the understanding of expectancy-valence theory through describing accompanying models. These additional models described by Gillies (2016) can advance the understanding of employee motivation because expectancy-valence theory is not completely addressed nor understood (Yuan, & Woodman, 2010).
    [Show full text]
  • Expectancy Theory and Its Implications for Employee Motivation Isaac Mathibe
    Academic Leadership: The Online Journal Volume 6 Article 8 Issue 3 Summer 2008 7-1-2008 Expectancy Theory and its implications for employee motivation Isaac Mathibe Follow this and additional works at: https://scholars.fhsu.edu/alj Part of the Educational Leadership Commons, Higher Education Commons, and the Teacher Education and Professional Development Commons Recommended Citation Mathibe, Isaac (2008) "Expectancy Theory and its implications for employee motivation," Academic Leadership: The Online Journal: Vol. 6 : Iss. 3 , Article 8. Available at: https://scholars.fhsu.edu/alj/vol6/iss3/8 This Article is brought to you for free and open access by FHSU Scholars Repository. It has been accepted for inclusion in Academic Leadership: The Online Journal by an authorized editor of FHSU Scholars Repository. academicleadership.org http://www.academicleadership.org/1508/expectancy-theory-and- its-implications-for-employee-motivation/ Academic Leadership Journal INTRODUCTION The significance of employee motivation as the panacea of productivity in organizations is illustrated by the volumes of literature on motivation and human productivity. For example, social theorists are of the view that employees are motivated by their needs and they develop through and in relationship with others (Dawson, 1993). The implication of the preceding statement is that when there is synergy between employees’ needs and organizational needs, they – employees – will be more acquiescent to productive tendencies than when their needs are not gratified. Invariably, the balancing of employees’ labour with their social needs and expectations is necessary in all organizations, and consequently Vaida (2003) states that incentives are used to reward outstanding performance and to sustain efficiency in work processes.
    [Show full text]
  • A Warranted Domain Theory and Developmental Framework for a Web-Based Treatment in Support of Physician Wellness
    University of South Florida Scholar Commons Graduate Theses and Dissertations Graduate School January 2013 A Warranted Domain Theory and Developmental Framework for a Web-based Treatment in Support of Physician Wellness David Scott onnelD ly University of South Florida, [email protected] Follow this and additional works at: http://scholarcommons.usf.edu/etd Part of the Instructional Media Design Commons, and the Other Education Commons Scholar Commons Citation Donnelly, David Scott, "A Warranted Domain Theory and Developmental Framework for a Web-based Treatment in Support of Physician Wellness" (2013). Graduate Theses and Dissertations. http://scholarcommons.usf.edu/etd/4469 This Dissertation is brought to you for free and open access by the Graduate School at Scholar Commons. It has been accepted for inclusion in Graduate Theses and Dissertations by an authorized administrator of Scholar Commons. For more information, please contact [email protected]. A Warranted Domain Theory and Developmental Framework for a Web-based Treatment in Support of Physician Wellness by David S. Donnelly A dissertation submitted in partial fulfillment of the requirements for the degree of Doctor of Philosophy Department of Secondary Education College of Education University of South Florida Major Professor: Ann E. Barron, Ed.D. Michael T. Brannick, Ph.D. Robert F. Dedrick, Ph.D. Tina N. Hohlfeld, Ph.D. Date of Approval: March 20, 2013 Keywords: Design-Based Research, Design Research, Developmental Research, Instructional Design, Faculty Physician, Wellness, Python Copyright © 2013, David S. Donnelly Dedication I dedicate this to my wife, Brenda: Thank you for your patience, understanding, and incredible resilience. Our time together has never known a night I was not working on this degree or fretting over something associated with it.
    [Show full text]
  • Exploring How Managers Increase Employee Performance Within Organizational Supply Chains Angela B
    Walden University ScholarWorks Walden Dissertations and Doctoral Studies Walden Dissertations and Doctoral Studies Collection 2019 Exploring How Managers Increase Employee Performance Within Organizational Supply Chains Angela B. Freeman Walden University Follow this and additional works at: https://scholarworks.waldenu.edu/dissertations Part of the Organizational Behavior and Theory Commons This Dissertation is brought to you for free and open access by the Walden Dissertations and Doctoral Studies Collection at ScholarWorks. It has been accepted for inclusion in Walden Dissertations and Doctoral Studies by an authorized administrator of ScholarWorks. For more information, please contact [email protected]. Walden University College of Management and Technology This is to certify that the doctoral study by Angela B. Freeman has been found to be complete and satisfactory in all respects, and that any and all revisions required by the review committee have been made. Review Committee Dr. Edgar Jordan, Committee Chairperson, Doctor of Business Administration Faculty Dr. Janet Booker, Committee Member, Doctor of Business Administration Faculty Dr. Patsy Kasen, University Reviewer, Doctor of Business Administration Faculty Chief Academic Officer Eric Riedel, Ph.D. Walden University 2019 Abstract Exploring How Managers Increase Employee Performance Within Organizational Supply Chains by Angela B. Freeman MS, University of Maryland University College, 2010 BS, University of Maryland University College, 2002 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University August 2019 Abstract Leaders and the strategies they employ to enhance employee performance are essential to retaining an organization’s competitive advantage. The purpose of this multiple case study was to explore the strategies used by supply chain management managers to improve employee performance in the workplace.
    [Show full text]