Motivational and Performance Management


Motivationaland Performance Management

Motivationaland Performance Management

Withinan organization, there are certain factors (e.g. workers’motivation) that must be given consideration as they have manyimpacts on the institution performance. Two of the most importantareas of exploit by companies in the 21stcentury are job satisfaction and organizational commitment. The paperexplains the concepts underlying the two approaches mentioned above,and utilizes a chosen organization to elaborate further how they areapplied in the workplace. Specifically, the analysis considersNigeria’s Dangote Cement Company as the case for the study.


Jobsatisfaction can be regarded as the degree of contentment that anindividual feels on his/her job. The contentment or confidence is asa result of personal perception and job satisfaction in anorganization, which is determined by factors such as the capabilityto complete required task, the level of communication in aninstitution, and how the management handles employee. Two levels ofjob satisfaction namely cognitive and effective forms occur within afirm, and have considerable impacts on performance. Hence, anindividual’s feeling on the job (i.e. a love for the work) as awhole is considered as effective job satisfaction. On the other hand,cognitive job satisfaction refers to the duration of work, payment,and benefits that come along after work(Buckman etal.,2015).


Organizationcommitment can be perceived as the relationship that is shown by theemployee regarding an institution, and it can determine, whether theywill stay and work towards the goals of the business or quit. Thereare three levels of organization commitment known as normative,continuance, and effective. First, normative commitment is anobligation that a person has towards the job, and he/she considers itthe right thing to do. Secondly, continuance commitment is thepredictable consequence that an individual has in the case ofquitting their job such as staying long without employment. Finally,affective commitment is the actual relationship that staffs have fortheir jobs and that bonds them to stay(Wood &amp Wilberger, 2015).

Caseanalysis of Company Performance

DangoteCement Company shows more incidences of the concept of organizationcommitment than the job satisfaction type the former has threeelements that determine the assurance of staff in the organization.Workers commitment is enhanced within the cement firm as they areafraid of the consequences of quitting their jobs. They are, thus,forced to continue working as they do not want to risk. One of thechallenges that emerge when the employees decide to stop working forDangote relates to the tendency to stay outside the job market for anextended period without employment. Such events would bring problemswithin the family as it would be hard to meet the daily needs of thehousehold. Therefore, organization commitment is strongly related tothe performance of Dangote Cement Company (Wood&amp Wilberger, 2015).

MotivationTheory and Impact on Work Behavior and Performance

Thereare many motivation theories that can be applied in Dangote CementCompany, but the commonly utilized is Maslow hierarchy. There arefactors that management must ensure they include to motivate staff inthe company, and they include: physiological need, safety,belongings, self-esteem, and self-actualization. Maslow theory has apositive impact on the work behavior, attitude, and performance, andit increases production in the company(Healy, 2016).

PerformanceManagement Principles

Manyprinciples of management performance assist Dangote to discharge itsmandate effectively, but one of the most fundamental principles isthe transformation of goal into personal, groups, department, anddivision levels. Nevertheless, every worker is conscious of thebusiness objectives, and delivers towards their achievement.


Motivationhas a significant impact on a company, and when implementedeffectively, especially the Maslow theory, it can enhance performancein the organization. Moreover, employees are likely to dedicate moreof their time and efforts (i.e. work commitment) when the motivatingfactors are availed.


Buckman,B., Crawford, E., LePine, J., &amp Zhang, Y. (2015). A meta-analyticinvestigation of job engagement`s role in the transformationalleadership–job satisfaction–job performance relationship. InAnnualMeeting of the Southern Management Association, SMA 2015.

Healy,K. (2016). A Theory of Human Motivation by Abraham H.Maslow–reflection. TheBritish Journal of Psychiatry,208(4),313-313.

Wood,V. R., &amp Wilberger, J. S. (2015). Globalization, CulturalDiversity and Organizational Commitment: Theoretical Underpinnings.World,6(2),344.