Elijah Ngule

 Motivation and Performance Management Fanessa Monee Sellers BUS 322 Organizational Behavior Professor David Penkrot January 21, 2019 Motivation and Performance Management Job Satisfaction and Organizational Commitment Job satisfaction refers to the extent to which an employee in an organization feels content, self-motivated and satisfied with his/her job in an organization. The element occurs when an employee is confident concerning career growth, job stability as well as a comfortable work-life balance. Employee satisfaction at work is closely related to the achievement of individual expectations with regards to the job. A satisfied employee is critical to the success of the company as a result of enhanced productivity at work. Employee satisfaction is a crucial element to the success of the company as it allows the firm to get the best of its workforce. Satisfied employees contribute more to the success of the company by supporting the firm’s growth. Organizational commitment refers to the dedication and bond that employees feel for an organization. It is the degree of an employee's experiences and relations as a source of loyalty towards an organization. The element encompasses the willingness of an individual to extend his/her efforts to ensure the achievement of an organization’s goals as well as the degree of alignment of the organization’s goals to the individual goals of its employees (Chiok, 2001). Committed employees feel an allegiance and a sense of attachment to the firm hence developing a passion in employees to strive towards the achievement of the goals established in the firm. The performance of Toyota Motors Limited is closely associated with employee commitment to the company. The company makes its employees an integral part of its success by valuing their input and creating a strong sense of worth for its employees. The company’s success is associated with the commitment that the employees have towards giving their best in their day to day activities to ensure that they collectively achieve the goals established by the management of the firm (Elnaga & Imran, 2014). Employee engagement and commitment in Toyota has been critical to ensuring an enhanced performance of the firm, increased awareness of the company and its services a result of advertisement through positive word of mouth, enhanced brand reputation, the establishment of an innovative solution as well as satisfied customers in the products and services offered by the firm. Organizational commitment of employees of Toyota Motors has contributed to the development of positive relationships in the workplace, the development of individual employees, collaborations between co-workers and teams, career growth and opportunities as well as trust and integrity among the workforce (Vaghefi, Woods, & Huellmantel, 2000). These factors have been critical in the success of the company as seen in the production of high-quality cars and satisfied customers through excellent customer services. As such, the company has significant experience growth in the motor vehicle industry with the trend rising as the sales revenue increase significantly from year to year. Motivational Theory and Performance Management Principles Several motivation theories exist giving the motivating factors for individuals in various circumstances. The Maslow's Hierarchy of needs is a pyramid that shows different levels of needs. At the base of the hierarchy is the psychological needs followed by safety, love, and belonging, then self-esteem with the highest being self-actualization needs. The employees at Toyota Motors are satisfied in their lower levels needs, safety and psychological since they are well paid, their job security is assured, and their working environment is organized and safe. The company even provides recreational facilities and child care for its employees on site (Besser, 1995). All the benefits are provided by the company to ensure that employees are safe and secured to work for higher levels of needs to bring more results to the company. Toyota Motors is an ideal potential employer as the company promotes a strong team spirit and sense of belongingness to its employees by ensuring fair treatment to all without cases of discrimination. The company offers the same facilities for parking, cafeterias, offices and secretaries for all staff without discrimination and better treatment for managers. Additionally, the employees are encouraged to wear the company uniforms to work. The practice makes the employees of the company feel like part of a community and thus create a strong bond between the employees and the management of the company. For self-esteem and self-actualization needs, the company encourages employees to solve challenging problems to build their confidence to satisfy their higher needs in self-actualization and esteem. The company creates opportunities for promotion opportunities for employees (Besser, 1995). Ambitious workers in the company are promised that their assembly line jobs are temporary and they are promoted to team leadership positions where they can receive training and job rotation opportunities to allow them to achieve these levels of needs. Performance management principle helps the company to achieve its objectives in the overall performance of the company. Toyota Motors highlights the goals and tasks involved and therefore create a way for the accomplishment of the objectives. The company invests in various activities for enhanced performance such as quality, flexibility, speed, dependability, cost factors and employees. The company continuously evaluates these factors to ensure success in the operational activities in the company Armstrong, 2006). References Armstrong, M. (2006). Strategic Human Resource Management-A Guide to Action 3rd Ed. Besser, T. L. (1995). Rewards and organizational goal achievement: A case study of Toyota Motor manufacturing in Kentucky. Journal of Management Studies, 32(3), 383-399. Chiok Foong Loke, J. (2001). Leadership behaviours: effects on job satisfaction, productivity and organizational commitment. Journal of nursing management, 9(4), 191-204. Elnaga, A. A., & Imran, A. (2014). The impact of employee empowerment on job satisfaction: theoretical study. American Journal of Research Communication, 2(1), 13-26. Vaghefi, M. R., Woods, L. A., & Huellmantel, A. (2000). Toyota story 2: Still winning the productivity game. Business Strategy Review, 11(1), 59-70.