Introduction
Employees play crucial role in the success of any organization. Consequently, many successful companies like Google heavily invest in their human resources to enhance productivity and gain competitive advantage in the market. However, developing a quality workforce is a complex tax that does not only involve offering lucrative salaries and other financial benefits. Employee’s motivation is substantially influenced by economic, social, biological, and intellectual factors. At the same time, different employees are motivated by different factors. Google realized that employees are influenced by intrinsic and extrinsic factors, which has made it to be rated as one of the best companies to work in globally. According to Nath & Agrawal, employees are motivated to work if companies are using both intrinsically satisfying and extrinsically encouraging factors in the workplace (2015).
Job Satisfaction VS Organizational Commitment
There is significant difference between job satisfaction and organizational commitment, even they somehow related. Job satisfaction is known to be the connection with employee’s mind that the workplace environment meets his or her needs and values, leading to positive response, especially with regard to performing the assigned duties (Nath & Agrawal, 2015). Basically, it refers to the degree in which an employee likes his or her job. It is the fulfillment of gratification of specific needs that are linked to individual’s work. Job satisfaction makes employees to be committed to their roles and to the organization. In addition, job satisfaction is associated with reduced absenteeism, turnover, and enhanced employee performance.
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Organizational commitment, on the other hand, refers to employee’s psychological attachment to an organization (Suki, Suki & Gumbang, 2010). It is the degree in which an employee is loyal to an organization. Employees who are committed remain in the organization because they want to or because they have to work in the entity. Therefore, it is the positive affection towards an organization, as an employee desires to see his or her company succeeds in its areas of operation. An employee who is committed is proud to be part of the organization. Besides, there are a number of factors that influence organizational commitment such as fear of uncertain opportunity cost of leaving the company and failure to get a job after vacating (Suki, Suki & Gumbang, 2010).
Therefore, job satisfaction and organizational commitment are different in that the former is an employee’s response towards a job while the later is about emotional response towards an organization. Organizational commitment is positive feelings towards an organization while job satisfaction is positive feelings towards a job or position. However, job commitment is always determined by job satisfaction (Suki, Suki & Gumbang, 2010).
Based on the above information, it is evident that organizational commitment is more related to the performance of Google than job satisfaction. Google employees who are also called associates have positive affection towards the company, as they are proud of being part of Google family. Google is not only one of the companies that offer lucrative salary and benefits to their employees, but it also create a favorable working environment that meets the social, psychological, and intellectual needs of workers. The company gives its employees an opportunity to experience personal and professional growth. Employees in the company are also allowed to pursue their personal interest, making them to more innovative and creative. Besides, all employees are treated equally regardless of their positions in the workplace, leading to enhanced self-esteem and self-confidence (Suki, Suki & Gumbang, 2010).
Hence, Google employees have affective commitment towards the company, as they are proud of the firm and they strive to make it succeed. At the same time, they have continuance commitment towards Google because of the high cost of leaving the company. They are likely not to find another organization like Google to work with after leaving. Consequently, Google employees have perceived obligation to remain in the company. Therefore, Google’s rapid growth is associated with organizational commitment on the part of employees.
Motivational Theory and Performance Management Principles
Motivational factors refer to work conditions that are aimed at satisfying the psychological needs and growth of employees. Herzberg’s motivation-hygiene theory, as well as dual-factor theory, is a two-factor motivational theory that can be used to explain employee motivation. According to the theory, there are a number of factors in the workplace that enhance job satisfaction and other that lead to job dissatisfaction (Malik & Naeem, 2013). Herzberg argue that the presence of intrinsic motivators lead to motivation while absence of extrinsic motivators reduce motivation. Intrinsic motivators are emotional factors such as recognition, relationship, challenging work, and potential growth. Extrinsic motivators, on the other hand, are salary, job security, and fringe benefits (Malik & Naeem, 2013). Therefore, failure by an organization to provide extrinsic motivators is most likely to lead to job dissatisfaction and organizational commitment, including unmotivated behaviors among companies. At the same time, intrinsic motivators are crucial in empowering employees and enhancing team performance.
As a result, Google is my potential employers because it provides both intrinsic and extrinsic motivators that every employee desires to have or access. Google recognizes the work done by employees and workers are encouraged to come up with new ideas that can help the company to gain competitive advantage in the market. At the same time, there is close and beneficial relationship between managers and junior staff, as every employee is treated equally. Besides, employees are given the opportunity to experience personal and professional growth. Google also provides extrinsic motivators like lucrative salaries and fringe benefits that meet specific needs of individual employees in the company. I, therefore, consider Google as my potential employers based on the motivational theory (Malik & Naeem, 2013).
Performance management principle is the process that involves measuring and appraising the work that is done by employees. It is aimed at ensuring that employees are working towards the achievement of company goals and objective. Some of the main performance management principles include honesty, transparency, enhancing strengths and addressing weaknesses, recognition of good work, and giving effective feedback. Performance management can be used to motivate employees will at the same time it cam demoralize workers. Therefore, organizations should use effective performance management techniques. Google is one of the companies that use effective appraisal management principles that are aimed at motivation employees while at the same time addressing weaknesses and challenges. It embraces performance management principles like honesty, openness, and fairness. In addition, it does not use performance appraisal to victimize employees. Therefore, I strongly consider Google as my potential employer because of its effective performance management process.
Conclusion
Companies across the globe strive to have highly motivated workforce in order to gain competitive advantage in the market. They use various motivational strategies that are aimed at enhancing both job satisfaction and commitment. Google is one of the companies that have experienced rapid growth since it was formed because it effectively provides extrinsic and intrinsic motivators. Besides, performance management can be use to motivate employees towards achieving the set goals and objectives in an organization, as in the case of Google.
References
Malik, M. E., & Naeem, B. (2013). Towards understanding controversy on Herzberg theory of motivation. World Applied Sciences Journal , 24 (8), 1031-1036.
Nath, K., & Agrawal, R. (2015). Job Satisfaction and Organizational Commitment: Is It important for Employee Performance. International Journal of Management and Business Research , 5 (4), 269-278.
Suki, N. M., Suki, N. M., & Gumbang, B. (2010). Differences between job satisfaction, organizational commitment, and gender. Labuan e-Journal of Muamalat and Society , 4 (2010), 1-13.
