Transformational Motivation, Motivation, Morale, And Performance

999 Words 4 Pages
In this instance, Fenton adopts a transformational leadership approach to bring about change in Helen to enhance motivation, morale and performance by connecting with Helen’s sense of identity and self to the mission and collective identity of the organisation while acting as a role model. However, there is no indication that Fenton challenged Helen to take greater ownership of her work and while the position in intensive care would be more professionally challenging which encouraged Helen; there appears to be little consideration of her weaknesses, Helen was initially overwhelmed by the workload and this has occurred for a second time (Langston University, n.d.). This suggests that orientation for new staff such as Helen should be realised …show more content…
human capital (Becker, Huselid, Ulrich, 2001). Employing human resource management practices on performance that reflect the organisation commitment to employees shows that the organisation views their employees as a source of positive organisation culture as well as a commitment to competency development which creates a sense of involvement in the organisation with greater employee initiative and innovation, independent of direct rewards (Lee and Miller 1999; Shore and Wayne 1993). Given the budgetary restrictions in place in this case, this approach would benefit Fenton to ensure that employees are engaged in the initiatives that she has put …show more content…
Although Fenton has developed performance improvement plans with staff individually, this may be complimented by a soft human resource management approach of performance appraisal where feedback is given to employees to develop their individual competency and work performance as well as goal setting to further increase productivity (Snell and Dean, 1992; Michie and West, 2004). In line with Vroom’s expectancy theory, Fenton should use a system that ties the reward more closely to Helen’s performance so that she believes that training will bringing about improvement in her performance (Montana and Charnov, 2008). Moreover, Fenton could communicate the goals that she is attempting to achieve in the department to employees and foster collaboration through the transformational leadership style that she has adopted to meet the goals that she has set out. This approach would develop motivation and productivity by enhancing the employee’s perception of the organisations commitment to

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