Professional Documents
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Improving Organisational Performance
Improving Organisational Performance
Improving Organisational
Performance
Ali Mohammed S.M. Al-Khouri
1. Introduction
Our experience shows that management need to give higher attention towards
understanding individual differences, needs and behaviours, as well as their
criticality to enable them to understand and manage organisational complexity.
Such understanding is considered important in helping individuals develop
effective learning styles that is aligned with organisational objectives and needs.
Our primary learning is touching the subject of perceptions, beliefs and values
that motivate our behaviours and impact the overall learning process we may
decide to follow. A variety of theories regarding human nature and motivation in
particular are explored here, to explain the diversified behaviours, and
particularly, what influences people to do what they do. We also reflect our
learnings and make sense of the presented theories in relation to our
experiences.
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The Association on Employment Practices and Principles (AEPP)
Eighteenth Annual International Conference
29 September October 1, 2010
University of San Francisco, San Francisco, CA.
2. Left-brain
brain and Right Brain Management
Numerous management styles can originate from the left or the right side of the
brain (Heller, 2006).. The left side has an exasperating devotion to numerical
figures, details, analysis, time-bound
time logic, and sequential thinking, etc,
concerning itself with cash flow and the dire consequences of mismanagement of
finances. It processes information in an analytical and sequential way, looking
first at the pieces, then putting them together to get the whole.
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The Association on Employment Practices and Principles (AEPP)
Eighteenth Annual International Conference
29 September October 1, 2010
University of San Francisco, San Francisco, CA.
The right side is often based on intuitive, emotional decisions, synthesis, and
holistic thinking i.e., it processes information in an intuitive way, looking first at
the whole picture then filling in details. While this approach can yield immediate
success in the short run, it often comes at the risk of long-term sustainability and
growth.
Perhaps, the most significant learning from the different projects was about how
things like beliefs and perceptions can inhibit us from learning and development
or in other words; how our beliefs and perceptions may inhibit us from doing any
right brain thinking. Figure 2 demonstrates different motivation layers, showing
how behaviour can determine our beliefs, habits, and needs. Motivation is a
hidden power that stems from a deep rooted belief that activates and drives
behavior and gives it direction; it is strongest when it comes from our inner
values (Lock, 2001). Thus, understanding motivation should empower us to
better understand ourselves and others. This should, in turn, enable us to
change and/or further improve our behaviours and performance.
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The Association on Employment Practices and Principles (AEPP)
Eighteenth Annual International Conference
29 September October 1, 2010
University of San Francisco, San Francisco, CA.
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The Association on Employment Practices and Principles (AEPP)
Eighteenth Annual International Conference
29 September October 1, 2010
University of San Francisco, San Francisco, CA.
Using Freuds topographical model of the mind, we can see that a substance may
pass back and forth between the conscious and preconscious mind.
Subsequently, substances from these two levels can easily slip
sl into the
unconscious mind. Rationally, the unconscious substances (e.g., unconscious
fears and previous experiences) can very much direct our behaviours and
instinctively make several decisions for us. It is our unconscious mind that
effects what we can
an or cannot accomplish. By challenging and changing some of
our beliefs and perceptions, we can utilise our abilities and potentials towards
escalating our talents, achieving our goals and attaining significant success in
almost every dimension of our progressive
pr life.
The following section explores various theories that represent the most common
held views as to what motivates behaviour, and we reflect on each based on our
experience.
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The Association on Employment Practices and Principles (AEPP)
Eighteenth Annual International Conference
29 September October 1, 2010
University of San Francisco, San Francisco, CA.
"We all have preferred unconscious and conscious habits of thought that
influence how we make decisions, communicate, learn and interact with
others. Our mental models and maps are 'configured' by the very nature
of our experiences; they are 'configured' by our cultures. The western
concept of time is very linear, whereas the Australian Aboriginal notion of
time is very holistic! Neither are right or wrong they are just different".
(Herrmann, 1996)
More than 50% of employees lack the motivation to keep learning and
improving;
4 in 10 people cannot work cooperatively;
Only 19% of entry level-applicants have enough adequate self-
discipline for their jobs;
70% of all change initiatives fail due to people issues-inability to lead,
lack of teamwork, unwillingness to take initiative, inability to deal with
change, etc.; and
Primary derailleur of top executives: a lack of impulse control.
We have always believed that the main success factor for us in both our own
personal life and at work is the ability to develop a positive environment. The
different learning lessons from our projects indicate that in order to build such an
environment, we need first to treat people as individuals and appreciate their
personal differences. All of us are individuals. We have different personalities.
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The Association on Employment Practices and Principles (AEPP)
Eighteenth Annual International Conference
29 September October 1, 2010
University of San Francisco, San Francisco, CA.
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The Association on Employment Practices and Principles (AEPP)
Eighteenth Annual International Conference
29 September October 1, 2010
University of San Francisco, San Francisco, CA.
Theory X Theory Y
The average employee is lazy, dislikes Employees are not inherently lazy. Given the
work, and will try to do as little as chance, employees will do what is good for the
possible organisation.
Mangers should create strict work rules Managers should decentralise authority to
and implement a well defined system employees and make sure employees have the
of rewards and punishments to control resources necessary to achieve organisational
employees goals
Jones et al., (1999) pp.56.
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The Association on Employment Practices and Principles (AEPP)
Eighteenth Annual International Conference
29 September October 1, 2010
University of San Francisco, San Francisco, CA.
As we have stated this earlier, our perceptions, attitudes and behaviours are
normally driven and motivated by our needs, beliefs and values. The same
applies to others around us. If we want to understand ourselves and/or others,
we need to look at such motivators which would probably help us modify our
perceptions and thereafter our behaviours. Many methods have been developed
to explain why people choose to follow particular behaviours.
Two categories of motivation theories are covered next; content and process
theories. Content theories are concerned with what motivates behaviour.
Process theories are concerned with how the content of motivation influences
behaviour. The next section starts the discussion with a content theory; Maslow's
theory.
4.2
.2 Maslow's Hierarchy of Needs Theory (Content Theory)
Maslow's theory is one of the very common tools used to understand human
needs. It mainly identifies five basic levels of needs as illustrated in Figure 6
namely; physical, safety, social, esteem and self-actualisation
self actualisation needs. The
principle argument of the
e theory is based around the following four premises:
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The Association on Employment Practices and Principles (AEPP)
Eighteenth Annual International Conference
29 September October 1, 2010
University of San Francisco, San Francisco, CA.
(1) individual's needs are arranged in a hierarchical order that starts from
the most basic needs (water, food, shelter) to the most complex (esteem
and self-actualisation),
(3) a person will at least minimally satisfy each level of need before feeling
the need at the next level.
Pay
Absenc Presence
Organisational policies
e of Hygiene of factor
Physical working conditions
factor Factors Relations with others
Satisfaction
More Less Job security
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The Association on Employment Practices and Principles (AEPP)
Eighteenth Annual International Conference
29 September October 1, 2010
University of San Francisco, San Francisco, CA.
As illustrated
llustrated in Figure 7 above,, the Hygiene factors range from causing no
dissatisfaction, if they are present in any given environment, to causing high
dissatisfaction, if they are not present in sufficient quality (Herzberg, 1987).
Motivators, if present in, can provide low to high satisfaction, where if they are
not present, no satisfaction can result (ibid.). Figure 8 Shows overlapping
features shared by both Maslow's and Herzber's theories where:
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The Association on Employment Practices and Principles (AEPP)
Eighteenth Annual International Conference
29 September October 1, 2010
University of San Francisco, San Francisco, CA.
The theory in our view can be used to focus on ensuring presence and quality of
maintenance factors as a foundation on which to build motivation. For instance,
managers have the power to make subordinates jobs more rewarding by granting
them more responsibility, praising their accomplishments, making them feel that
they are succeeding, and so on.
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The Association on Employment Practices and Principles (AEPP)
Eighteenth Annual International Conference
29 September October 1, 2010
University of San Francisco, San Francisco, CA.
There has been so much debate about the applicability of the presented theories
in today's world specially that some of them have been developed as early as
1920's (Jones et al., 2000; Keuning, 1998; Mullins, 1996). From our own
personal perspectives, we see those theories still valid today as tools and
frameworks for understanding human motivation.
For example, we agree with Maslow that only an unsatisfied need can motivate a
person's behaviour. We are never satisfied with what we have as we always want
more; thinking that what we do not have will seemingly make us happier. This is
our nature.
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The Association on Employment Practices and Principles (AEPP)
Eighteenth Annual International Conference
29 September October 1, 2010
University of San Francisco, San Francisco, CA.
Some of the presented theories also do not believe that human beings are pushed
and pulled by mechanical forces, either of stimuli and reinforcements
(behaviorism) or of unconscious instinctual impulses (psychoanalysis) (Simons et.
al., 1987). It rather promotes the idea of focusing on human potentials, with the
belief that they continuously and characteristically strive for an upper level of our
capabilities (ibid.).
In our opinion, the theories explored here provide sound theoretical frameworks
to better analyse and understand the basis of individuals' perceptions,
behaviours, and attitudes. Table 2 shows some examples of our interpretations
and understanding of the presented theories. Such understanding should enable
us to enhance and improve our own thinking styles, motivation, and overall
performance.
Theory Examples
Herzberg's
Provide the foundation to build motivation and influence
Theory behaviour
Vroom's
A framework to understand why people choose particular
Expectancy need (behaviour influence by perception of outcome)
Theory
Table 2: Theories & Further Reflection
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The Association on Employment Practices and Principles (AEPP)
Eighteenth Annual International Conference
29 September October 1, 2010
University of San Francisco, San Francisco, CA.
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The Association on Employment Practices and Principles (AEPP)
Eighteenth Annual International Conference
29 September October 1, 2010
University of San Francisco, San Francisco, CA.
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The Association on Employment Practices and Principles (AEPP)
Eighteenth Annual International Conference
29 September October 1, 2010
University of San Francisco, San Francisco, CA.
6. Conclusion
Human nature can be very simple, yet very complex. An understanding and
appreciation of this fact is essential to effective employee motivation and
therefore effective management and leadership of result oriented organisations.
The content of this article was prepared to raise management awareness and
provide them with some fundamental pieces of knowledge about behaviours in
organsiations and how much they are determined by perceptions and
personalities.
The different learning lessons from the projects and the work we carried out to
complete this paper, played a major role in clearing out what is to be 'set of
foundations and pivotal ingredients' for self motivation, assertive communication,
personal empowerment, enhancing personal behaviours, and interpersonal
relationships. The presented theories are considered important tools and
frameworks for management to understanding human motivation. The presented
lessons, overall, should assist in formulating an effective learning contract for
management to understanding the rudiments for building complementary teams,
concerned with methods, systems, and procedures and at the same time with
direction and results
Acknowledgement
The author would like to thank Ray, C., Cliff, E., Thomson, A., and McCarthy, P.
from Warwick University for their feedback and input on the overall content of
this paper.
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The Association on Employment Practices and Principles (AEPP)
Eighteenth Annual International Conference
29 September October 1, 2010
University of San Francisco, San Francisco, CA.
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The Association on Employment Practices and Principles (AEPP)
Eighteenth Annual International Conference
29 September October 1, 2010
University of San Francisco, San Francisco, CA.
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Dr. Ali M. Al-Khouri is the Managing Director of Emirates Identity Authority, in the
United Arab Emirates. He received his doctorate from Warwick University, UK in
Managing Strategic and Large Scale Government Projects. He has been involved
in many strategic government projects for the past 10 years. His recent research
areas focus on developing best practices in public sector management and the
development of information societies.
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