Leading and Managing People

Table of Contents
Page no.

1 Executive Summery--------------------------------------------------------------------------------------
3

2 Introduction-------------------------------------------------------------------------------------------------
4

3 Motivation Theories--------------------------------------------------------------------------------------
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3.1 Why Vroom’s expectancy theory? --------------------------------------------------------------
7

4 Terms of References-------------------------------------------------------------------------------------
9
4.1 Exploring the Issue-----------------------------------------------------------------------------------
9
4.1.a A background about NRAA-------------------------------------------------------------------
9
4.1.b The current performance appraisal system in NRAA---------------------------------
9
4.2 Research Methodology------------------------------------------------------------------------------
10
4.3 Findings -------------------------------------------------------------------------------------------------
10
4.4 The implication of the issue on NRAA staff’s motivation--------------------------------
12
4.5 Applying Vroom’s expectancy theory----------------------------------------------------------
13

5 Conclusion and Recommendations---------------------------------------------------------------
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6 Abbreviation.---------------------------------------------------------------------------------------------
15
7 References and Bibliography -----------------------------------------------------------------------
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8 Appendixes 1 ----------------------------------------------------------------------------------------------- 16

1 Executive Summery
The National Records and Archives Authority (NRAA) is a new government institution which was established in 2007. The employees of NRAA are facing a motivation issue which has affected their motivation in a negative way. The issue is all about NRAA’s current performance appraisal system. As a performance appraisal considered being an effective tool of motivation, as it allows the employees to review their performance of the year and to look at their management view of their strengths and weakness. NRAA has implemented a performance appraisal system which has a procedure of not allowing the employees themselves to view their appraisal.
In this paper we have explored the field of employee’s motivation and its theories, by exploring the motivation theories; we have tried to look for the best theory that can be applied to NRAA’s motivation issue. We have applied the expectancy theory on that issue, and have tried to justify our selection. We have selected Vroom 's expectancy theory.
To get insight understanding of the issue, we have conducted research methods, such as questionnaires, interview, and group discussions. All these to have a clear understanding of the issue, the reason, the implication of the issue on the staff’s motivation.
From our findings, we came to know that,NRAA’s current appraisal system a has an negative impact on the staff’s motivation. After that, we have applied Vroom’s expectancy theory. With its expectancy equation we have tried to apply the terms: expectancy, valence, motivation force, and instrumentality in the context of NRAA’s motivation issue. After our investigations, findings and after having insight view of the impact of the issue on NRAA’s staffs, we have proposed some recommendations which in our view will help NRAA to eliminate the impact of the issue on tae staff’s motivation and boost their loyalty and motivation.

2 Introduction
A motivated workforce is a really good sign for any organization’s successes ( Buckanan, Huczynski, 1985). The subject of motivation is becoming more and more important in organizational and managerial point of view, and there have been awards introduces for the top best places to work in, and best motivation polices and systems. These all indicates that, the trend of how motivation became a very important issue in any organization which seeks for a constant growth and successes.
Many biologist and researchers made lots of researches to know and understand what make people highly motivated or de-motivated, what make them work really hard and work with high spirit or enthusiasm, and what make them working well for the success of the organization they work in.
It’s the people motives which determine their behaviors, if the people’s motives well-understood by the management of an organization, they can influence their employees behavior (Backanan, Hucznski, 1985).The rate of job satisfaction become more highly important then money. Enjoyment and friendly colleagues is the two aspects of this idea, followed by earning enough in the third place, passion for the industry fourth, good location fifth, and finally social life (Reade, 2003).Figure 2.1 will illustrate Reade Survey. Kreitner (in Mullins, and Christy, 2010, p.254) state that, for successful performance of any organization, it’s not only motivation, its combination of level of skill, knowledge about how to complete the task, feeling and emotions. That’s give us a view that, managers can improve their employees performance by putting them in the right track, there are tools and ways to motivate the employees in any organization such as recognition or attention, career path, job titles, or leadership role. But, a successful motivation plane or tool, should take in to account the different personalities of different people. These days money is not the only thing that motivates the employees of an organization. That’s why; managers should set a mixed motivation plan. They should be aware of the drives and motives that motivate their employees, they should know that, what people really want from work? What are their needs and expectations? then they can set a plan consist of mixed tools of motivation that will meet higher set of motivation needs. Mullins and Christy (2010, p.254) state that, companies should possess a set of values to help in creating the best conditions for high performance. To achieve best performing of their employees, they should deliberate the employee’s motivational needs such as the need for engagement and sharing, sense of belonging to the company, ability to ply and work. Ability to choose, goals as an achievement incentive, clear and unambiguous feedback and the environment to be innovative.
As giving clear and unambiguous feedback for the employees, both positive and negative, plays important role in improving and developing the employee’s performance. Also it is one of the high motivational needs. Also the annual performance appraisal is a very useful tool of giving feedback for employees and a systematic evaluation of the performance of the staff. It is also give the employees a clear view of their strengths and weaknesses, which will help them in framing their future development programs. Also, its represent a way of communication between employees and management. But, the most important, performance appraisal is an effective tool for motivation. Employees will be focusing on improving their skills and strengthen their weaknesses to arrive to better performance. Better employee performance is the key toward achieving best performance for an organization.
The purpose of this paper is to explore the current system of performance appraisal at National Records and Archives Authority (NRAA), and whether this system is convey the statement that, performance appraisal is an effective tool for employee’s motivation, in the context of NRAA case. We will be examining the employee’s opinion about the current situation and their satisfaction, exploring the case in light of motivation theories, trying to apply the best applicable theory to this situation with adequate justifications.
In term to have a clear understanding and a right application of the right theory on the situation of NRAA performance appraisal current system, we should have clear understanding of motivation theories. We shell look at motivation theories, looking at some popular researches and the theoretical developments.

3 Motivation Theories
Motivation is a tool that an organization uses to take the advantage of the needs and motives of their employees and direct these needs and motives toward attaining the organization’s goals. Every organization understands that, everyone works in expectation of some rewards. (Hong, Yang, Wang, Chiou, Sun, and Huang, 1995) state that, the quality and the quantity of the work done by the employees, is influenced by the rewards whether material or spiritual.
Greenberg and Baron (2008) have defined motivation as a set of process that arouse the human behavior direct it and maintain human behavior toward attaining organizational or personal goals. As motivation a very important aspect in the success of any organization or even individual success, many researches and lot of work have been done by psychologists to define and understand what motivates people.ans as the people’s motives have changed, before people were satisfied with the payment they get, whatever the job, but now, what motivates people is not only money.
(Brooks, 2005) summarized the way the motivation theories have been developed. Motivation theories developed mainly in USA and progressed from the traditional approach where money has greater importance to individuals than the nature of the job they perform. Today’s theories have been developed only after the psychologist’s explored motivation from three distinct perspectives, and they are: goals, decision, and influence. (Buckanan, Huczyski, 1985) supported that by stating that, the three distinct but related perspectives of motivation are goals, decision, and influence. They have classified the motivation theories in the light of these perspectives. To give a clear view of how do Buchanan and Huczynski have split motivation theories? Figure 3.1 will illustrate their view.

From the figure, we can say that, most of the motivation theories drive from either content or process theories. As (Brooks, 2005) stat that, the two set of motivation theories content or process theories are compatible, but they give insight motivation in the workplace when they are combined.
Coming back to NRAA and its performance appraisal system, looking at the motivation theories in depth and trying to apply the right theory on NRAA’s case. We should consider that, performance appraisal is about staff’s expectations, what they expect as a reward and it’s providing them with recognition of their efforts. Recognition can be considered as an incentive.
Looking at the process theories, considering that performance appraisal is a process as (Rogers, 1995) stat that, performance appraisal is a combination of process that provides recognition and reward. Also looking at the expectation of the employees when they score a certain grade in the appraisal, they will expect certain reward. From all that, we can focus on applying the expectancy theories of motivation on NRAA case. Daly and Brian (1995) argued that, expectancy theory is the best theory to motivate all employees, employees perform greatest effort because they believes that, their effort will lead to best appraisal grades, which will lead to best rewards. The most influential process theory in academic circles currently is the expectancy theory (Rollinson, Broodfield, Edwards, 1998).
Vroom expectancy theory is the theory that we will be applying on NRAA performance appraisal system.
3.1 Why Vroom expectancy theory?
The American psychologist Victor H. Vroom (1964) is credited with the first expectancy theory of motivation and it known as Vroom’s (VIE) model (Nelson, Quick, 2003). He developed his theory from the original work of Tolman and Honzik (1930), his theory stat that, motivation is determined by the expectation of the individual’s behavior which lead to particular outcome (Brooks, 2005). In general, motivation expectancy theories look at motivation as it determined by the individual expectation’s that their behavior will lead to particular outcome. The simple expectancy theory equation is:
Motivation (M) = Expectation (E) * Valence (V)
The basic theory considers that, individuals differ in valuing the same outcome (Brooks, 2005). Vroom has argued the same, but he developed his expectancy equation as:
F = V * I * E
Whereas F----- Motivation force. V-----Valence. I------Instrumentality and E------ Expectancy.
(Nelson, Quick, 2003) explain that, Valence is a measure of the preference that individual has about a particular outcome. It can be positive or negative. The value of valence is from minus 10 to plus 10.
Whereas outcome has two levels, first-level outcome is the human behavior as an immediate result; second-level outcome is the consequence of the first-level outcome. So instrumentality is the connection between first-level and second-level outcome, does the first-level lead to valued second-level outcome? (Nelson, Quick, 2003).In this equation the force (F) of person’s motivation to work hard is the result of the product (multiplication), because if any value is zero, the motivation force will be zero (Buchanan, Huczynski, 1985).
Coming back to our NRAA performance appraisal, as employee’s behavior will determined by the grade that they wish or expect to achieve in their appraisal. And as Vroom expectancy theory is a mathematical equation as Kreitner, Kincki (2008) says, Vroom theory based on mathematical equation which integrates the concept of expectancy, instrumentality, and valence.
Looking at other motivation theories, for example, Maslow’s need hierarchy, we cannot apply this theory on NRAA case because appraisal will become below the fourth level of Maslow’s hierarchy, as many individual believes that they may not be working for long period in the organization without appraisal. Also in deciding when a certain level is satisfied. But on the other hand, looking at the other process theory of motivation, we can see that they are also applicable at NRAA case. Figure 3.3 will show how they are applicable. It seems to be the expectancy theory is the most applicable.
Figure 3.3
.

4 Terms Of reference
4.1 Exploring the Issue:
4.1. A Background about NRAA:
The National Records and Achieves Authority is a government body which was established by a Royal Decree no 60/2007. Its main objectives are to build a record management system in all the government entities and to provide assistance in establishing records department in all government institutions. It’s has about 200 employees, which most of them have been transferred from different government institutions, some them came from a privet commercial sector, and few are fresh graduates. It was before the decree managed by the Ministry of Civil Service, but the decree gave NRAA the separate entity and has her separate HR manual and separate budget.
4.1. B the Current Performance Appraisal System at NRAA:
As per section 26 of the HR manual of NRAA, all the employees of the entity are subject to the yearly performance appraisal. The appraisal will include the performance review of the employees for the yearm his achievements, contribution his behavior, and his attendance. The performance appraisal has to be prepared by the first half of November and approved at December. The HR department has to distribute the appraisals booklets to all the departments’ heads. Each section officer will write and prepare the appraisal foe each employee under his supervision, and then the appraisal is reported to the Chief of the Authority for approval. After that the appraisal is to be sent back to the HR department to be viewed by the HR committee. The fact is, through the entire process of preparing and approving the appraisal, the employee do not view his appraisal or even have a clue of the grade he got. It’s only in case of weak grade appraisal, the concerned employee will be notified officially by the HR department about a brief content of the appraisal, and the manager or section head have to give written notice of his weakness, whenever he fails to do his job in a proper way.
The appraisal ranks and grads are as follows:
Excellent -------------- From 100 to 90.
Very good-------------- less than 90 to 80.
Good--------------------- less than 80 to 70.
Satisfactory-------------less than 70 to 50.
Weak--------------------less than 50.
(HR Manual of NRAA, 2009)
Also, second part of the issue is the promotion. Section 39 from the same manual stat that, the promotion for each employee after 4 years from the date of last promotion. The promotion is based on the grade optioned from the performance appraisal.
4.2 Research Methodology:
First, qualitative study conducted: questionnaires (look at appendix 1), group discussion, and interview were held to measure the awareness of the process of preparation and approving appraisals with employees and their satisfaction about the current performance appraisal system.
The study population consisted of 39 group members of the staff of the Finance and Administration departments. The following was investigated:
1- The awareness of the process of preparation and approving the appraisal.
2- To what extent do the employees are satisfied with the current performance appraisal system.
3- To what extent does the employee’s behavior represent their expectations that their behavior will lead to a certain outcome or rewards.
4- Getting the manger point of view of the current appraisal system.
5- Try to get clear conclusion about the situation and how does it impact the employees motivation and arriving to the right recommendation.

4.3 Findings:
The first investigation method that we used was an interview with the deputy manager of HR department, to get the management point of view of the appraisal system. We found that, the current system of performance appraisal applied in NRAA, is the same system and procedures used by almost all the government institutions which supervised by the Ministry of Social Service. It used to be that, each employee has to sign and approve his appraisal and they have the chance to discuss his grade with his manager. But, after that it has been changed to the current system. We have been asking also that, how do the HR management consider the performance appraisal as a tool for motivating their staff, the management view was that, appraisal is not the only effective way to motivate our staff. We motivate them through rehabilitation and training.

At the other hand, looking at the results from the discussion and questionnaires, we found that, almost all of the staff aware of the process of preparing the appraisal, but about 59% of them really care about what grade they got in the appraisal and want to have the chance to view their appraisal. The remaining 41% as they are staffs who have been transferred from different government institutions and they are already used and adapted to this system not interested in knowing their grades or having the need to view their appraisal.
69% of the staff doesn’t feel that their performance appraisal is valuable to themselves as well to the organization. Appraisal as motivation tool, 75% of the staff believes that, their appraisal will be an effective motivation force for them.86% of the staff believes that, viewing their appraisal will help them in improving their skills. Also 79% of them see that, their appraisal will help them to set and achieve meaningful goals. 68% do not relay on the appraisal as a gate way to their promotion, as the HR manual stat that, the promotion is every 4 years. 67% are ready to change their behavior after viewing their appraisal believing that their behavior will lead to expected outcomes.

4.4 The Implication of the Issue on NRAA Staff:
Because a considerable number of employees were transferred from different government institution, but under the same performance appraisal system. It seems that they are adapted to that system and considerably they are satisfied with it. The unsatisfied staff is who came from privet sector or institutions which have different performance appraisal system and procedures. Especially after enjoying the benefits of fair performance appraisal system, they believe their motivation force really changed when they been under the NRAA performance appraisal system. Most of the staff has negative expectancy that their effort will lead to performance which leads to desired outcomes. They believe that their performance is not associated with outcomes. They also in doubt if they have the capability to perform the job well, or having the enough confident that they will perform the job well. Also they are confused between good and bad performance, as they don’t get proper feedback on their performance. Staffs are de-motivated to develop career goals, as they do not aware of their strengths and weakness in the view of the management. The effective employee feels that they are in the same level as ineffective employee. Also they are in a position that they don’t know whether they have achieved their target.
Staffs don’t have a strong sense of belonging as there is no effective communication between them and the management, because of the absence of a system which allow them to view and discuss their appraisal, and the fact that performance appraisal is an excellent way for staffs to communicate with management as no one know the job better than the one who perform it.
Based on our observation, investigation, and our knowledge of the motivation theories, we will be applying Vroom’s expectancy theory on NRAA motivation issue and try to get sufficient justifications.

4.5 Applying Vroom’s expectancy theory:
The employees behave in a way; they expect the excellent performance appraisal. But they are not able to view their appraisal. There is no motive for them to behave or put more efforts in their work or get new ideas or even try to improve themselves. These because, they don’t know the outcomes or they don’t have a clear view of the consequences outcomes from their performance appraisal.
Vroom’s expectancy theory equation is
F = V * I * E
We will apply equation to NRAA’s issue
F
Is the force of the employees’ motivation to work hard
V
If the employee cares about what grade they got in their appraisal, then they would be motivated to work hard for it.
E
If the employees believe that a good behavior and long hard working hours will not lead to high performance appraisal grade, then they will not be motivated to work hard.
I
If they believe that good grades will not lead to expected rewards or promotion, then they will not be high motivated.
Only when all the three terms in the expectancy equation are positive and high, the motivation force will be positive and strong.
F is the product, so if one of the variables is zero, then despite of the other two, the product F will amount zero. That’s mean, with the current system of performance appraisal, which has the disadvantages of the absence of having clear view of staff performance, giving the staffs the chance to know their strengths and weakness, the staffs are not sure if the management is satisfied with their performance or considerate excellent. The employees’ valence that the employees really care about the grade they got in the appraisal will be zero. Or as the staffs’ expectations that their good behavior will not lead to high performance appraisal grade or they have a doubt, the expectancy amount will be zero. Also the instrumentality figure can be zero because, the staff believe that promotion is every 4 years and it’s their right to ask for it, without high grade in their appraisal. As one of the three can be zero, which is the fact that it is zero, the motivation force at NRAA is zero.
NRAA should consider a ways to enhance the amounts of valance, expectancy, and instrumentality, to drive to positive and strong figure of motivation force. A well-motivated staffs is a sign for very successful organization.
5 Conclusions and Recommendations
A considerable number of NRAA staffs are de-motivated. They generally not were engaging in improving a career path for themselves. They have doubt whether their behavior or hard working will result in high grade in their performance appraisal. Their behavior does not represent their expectation that it will lead high grade in their appraisal.
These all are the consequence of the performance appraisal system applied in NRAA, which give the employees the chance to view and discuss their performance appraisal, the appraisal which review their performance of the year and stating their strengths and weakness.
If NRAA seek for a consistent growth and staff loyalty, it should understand that, the employee’s motivation is the key for any organization’s success. With their current performance appraisal system it’s difficult for NRAA to achieve success regarding their staffs’ motivation.
They consider the following:
1- Re-thinking about the current system:
NRAA as a new and young institution should re-think of adapting new methods of performance appraisal. They should look at some successful organizations and their appraisal system. Especially that, NRAA has a separate identity and has been separated from the Ministry of Civil Service by a royal decree. Which mean that they can switch their appraisal system to another effective and strong appraisal system
2- In case if NRAA will keep using the same system:
If NRAA does not consider changing it’s current appraisal, they should make some improvements, and the necessary changes in their system, which will help in enhancing or give motivation insight meaning.
3- Educate managers and section heads about process and practice on how to prepare a fair appraisal.
4- For each grade in the performance appraisal, NRAA should develop clear, understandable, and measurable objectives.
Effective performance appraisal can bridge an effective communication between staffs and management, which will lead to empowered and high motivated staffs. This will reflect positively on the success of any organization. 6 Abbreviations
NRAA: National Records & Archives Authority.

References: Kreitner (in Mullins, and Christy, 2010, p.254) state that, for successful performance of any organization, it’s not only motivation, its combination of level of skill, knowledge about how to complete the task, feeling and emotions Motivation (M) = Expectation (E) * Valence (V) The basic theory considers that, individuals differ in valuing the same outcome (Brooks, 2005) (Nelson, Quick, 2003) explain that, Valence is a measure of the preference that individual has about a particular outcome. It can be positive or negative. The value of valence is from minus 10 to plus 10. (HR Manual of NRAA, 2009) Also, second part of the issue is the promotion