Motivation and Performance: A Cross-sectional Management Discourse

Abstract

The purpose of this study was to identify from the literature the influence or contribution of motivation on performance in organizations. Latest discourses seem to concur that motivation and performance are synonyms and hence inseparables. Some argue that they are like two sides of the same coin. Organizations view performance as capital development on growth, profitability and market competitiveness and the success of organisations is unarguably built on motivated human capital. There is a correlation between performance and motivation and this direct link between these variables has been scrutinized in the literature. This theoretical paper reviewed the literature to identify empirical evidences linking motivation, performance, productivity, efficiency, profitability and growth among others. The research methodology followed descriptive approach, where observations and interviews were used to augment each other to provide as much information as was desirable. The findings revealed that while high performance in organizations was a result of social capital [motivation], investing in human capital development was also cited to have positive impact on high performance in organizations. Training and development have been identified as key to effective and efficient production. Other factors cited as contributing to performance were supervision, promotion and money incentives, among others.