2012 MIBA research project presentation about the effect of the employees motivation on the organizational performance by Mohamad Adel, Cairo, Egypt.

1. Effect of Employees Motivation on
the Organizational Performance
Presented By
Mohamad M. ADEL
ESLSCA 35 Global Management
Supervised By
Dr. Saneya El Galaly

2. Agenda
 Literature review structure
 Today’s Organizational Performance Challenges
 What is Motivation
 Motivation types
 What is organizational performance

3. Problem Statement
 This research studies the effect of
employee’s motivation through discussing
several and different types of motives
commonly used in the modern organizations
on the organizational performance reflected
in the organizational success that is
represented in various measures being
widely used in market leading organizations

4. Research Objectives
 The research objective is to study the
effect of the different types of employees’
motivations techniques and their effect on
the different aspects of the organizational
performance based on the some of the main
organizational performance measures to
emphasis on how important is the role of
the employees’ motivation in the
organizational effectiveness and success

5. Research Questions
 What is the employee’s motivation and
what the different types of employees’
motivations ?
 What is the organizational
performance, and what are its
measures ?
 What is the role that employees’
motivation plays in the organizational
performance ?

6. Today’s Organizational
Performance Challenges
 Globalization and competition
 Multinationals and multi-cultural resources
 Many organizations are suffering Brain drain and
headhunting.
 Surviving and thriving in today’s economical
environment.

7. Motivation and Its Types
 Personal interest in maintaining the best
output to achieve a desired objective.
 Intrinsic - is driven by an interest or
enjoyment in the task itself.
 Extrinsic - the performance of an activity
in order to attain an outcome
 Examples

8. Needs As Motives
 Needs and wants
 Work environment
 Responsibilities
 Supervision

9. Needs As Motives (Cont’d)
 Effort
 Feedback
 Fairness and Equity
 Employees’ Development

10. Organizational Performance
 How effective is the organization in
achieving its strategic goals
 Impact on the employees.
 Impact on shareholders.
 Impact on investors.
 Internal with external focus debate.

11. Organizational
Performance/Effectiveness
Motivation Capacity
Environment

12. OP Financial Measures
 Financial Measures (NI and ROE)
– Definitions
– Other financial measures
– Best to reflect the current performance
– Tangible and can be easily benchmarked

13. OP Non-Financial Measures
 Non-Financial Measures (Employees
Satisfaction and Customer Satisfaction)
– Definitions
– Other non-financial measures
– Best to predict the organization future
– Pressure on publically traded companies
– Intangibles should be converted to tangibles
– Drives non-financial measures with one to many and many
to one relations

14. Balancing financial and non-
financial objectives
 Why balancing ?
 How to balance?
 Examples

15. Strategic Human Resource
Management
 What SHRM is all about ?
 Why strategic ?

16. Strategic Human Resource
Management Role - Motivation
 Staffing
 Compensation
 Training and development
 Empowerment and Leadership
 Rewarding

17. Strategic Human Resource
Management Role - OP
 BSC
– Organization objectives
– Priority
– Alignment rewards
– Involving management and key
employees
 EPM and Cascading objectives
 KPIs

18. Sample BSC

19. Effect of Motivation on the
Organizational Performance
 Most of the researchers are agreeing that
– SHRM implementation is influencing the employees’ intrinsic and extrinsic
motivation.
– Satisfied employees do their best toward the organization objectives (Job
Performance).
– In a well designed BSC model achieving the organization objectives
should work to satisfy customers.
– Satisfied customers improve the organization profitability and
consequently the return on equity.
 Very few researchers are agreeing that the motivation has no
direct effect on the organizational performance

20. Thank You