The impact of recruitment and selection on performance of the employees'

First and foremost, this blog will discuss impacts of recruitment and selection on performance of the employees. Employee training is one of the best ways to accumulate knowledge, use knowledge, update knowledge, as well as transfer it to other people in the organization. It is essential to pay more attention to managing the knowledge process as mentioned above. By instilling knowledge is the best way to convert a manual worker into a white collar worker and into a knowledge worker (Dorjkhuu, (2013).

The main target of selection is to match people to work. That mean right person to right place. This is the most significant fact in any company's management of people simply on account of it is not possible to optimize the effectiveness of human resources, by any method ,if there is adequate match (Roberts, 1997).

Furthermore, the  processes  of  recruiting  employees  in  any organization are very dynamic and sensitive (Bate et al., 2000). Potential employees need to be handled and managed  with care in order  not to  impact their labour rights, the policy and procedures for selection of the company and also laws governing employment relations. Instances  of where  interviews have  led to bad  selections  and appointments  abound,  and these are  reflected  in  the  numbers  of  the  recruitment processes being challenged in courts by the aggrieved applicants (Proctor et al., 2008).

In addition to that, Finding the right person to recruit for a particular job is  truly  a  herculean  task  especially  during interviewing  and  selection  processes  (Lavigna  and Hays, 2004). Moreover, The main goal of this periodic training is not only to give the information, knowledge, but also develop the skills in the employee. Goals can include reducing rework and defects. Human Resource Development Professionals and managers or supervisors organize training activities and accompanying work measurements for employees (Kapur, 2018).

In conclusion, employee recruitment  and  selection  processes  are dynamic and crucial to an organisation. There should be  ample  preparation  before  it  is  embarked  on because  the  processes  will  always  bring  additional personnel(s)  to  the  organisation.  However,  the additions  might not  add value  to the  organisation if not  effectively  scrutinised  before  selected.      An interviewee  must  properly  and  adequately  prove himself during the interviews.  To get the best out of the applicants, interviewers have to evaluate, interact and  interrogate  both the  applicant’s applications and the  applicants.      The  interview  stage  is  critical  in selection  processes  and  it  must  be  handled professionally.

 

Bate, P., Khan, R. & Pye, A., (2000). Towards a  culturally sensitive approach to  organization structuring: Where organization  design meets  organization development,  Organization Science, 11(2).

Dorjkhuu, O. (2013). Employee Training Methods for Developing Economy, Mongolia. [online]. Available at: https://www.sylff.org/wp-content/uploads/2013/04/report_web.pdf [Accessed on 8th of December 2022].

Kapur, R. (2018). Training and Development. Delhi.[Online]. Available at: https://www.researchgate.net/publication/325247443_Training_and_Development [Accessed on 8th. of December 2022].

Lavigna, R.J. & Hays, S.W. (2004).  Recruitment  and selection  of  public  workers:  An  international compendium of  modern trends  and practices.   Public Personnel Management, 33(3).

Proctor, N., Butcher, M.&  Read  J,  (2008).  Human Resource  Management-Advanced  Level.    University of Cambridge, UK.

Roberts, G. (1997). Recruitment and Selection. CIPD House, London [online]. Available at: https://books.google.lk/books?hl=en&lr=&id=937PxbuNcecC&oi=fnd&pg=PA1&dq=recruitment+and+selection+pdf&ots=8zwPyw7M7U&sig=mF3VF_PRODgdFOSp5-vMZzVXfVM&redir_esc=y#v=onepage&q=recruitment%20and%20selection%20pdf&f=false  > [Accessed on 8th of October 2022].

Evolution of Performance Appraisal.

Performance assessment is as old as organised activities of human being. It has evolved in concept and application. This Blog analyses the history of performance assessment and its transition towards a holistic performance management system from ancient times to 21st Century. 

Performance assessment or appraisal of an individual is as old as mankind. The holy Bible has many examples where the evaluation of individual performance is an important issue. “The Lord has filled him (Bezalel) with the spirit of God, in wisdom and understanding, in knowledge and all manner of workmanship to design artistic works, to work in gold and silver and bronze, in carving word, and to work in all manner of artistic workmanship” (Exodus, 35, pp. 31-3). Moses selected the man who was known to be most skilled craftsman from the tribes of Israel to build and furnish the tabernacle of the Lord in approximately 1350 BC (Wiese and Buckley, 1998).

Around 3000 BC, the ancient Egyptians had to “encourage” their workers to build the great pyramids – and, unwittingly, they utilized performance management systems to do so. Their system revolved around whipping those workers who did not perform as required, to achieve their goals. This worked effectively for them as evidenced by the splendid pyramids that they built. There is evidence that other ancient civilizations such as Rome and China also had performance management systems (Furnham, 2004).

Indus Valley (before 1500 BC) 

While ancient Egypt and Mesopotamia relied heavily on slaves and forced labor, the Indus civilization appears to have relied more on craftsmen and trade. Standardized weights enabled traders to make fair trades. The weights may have been used by officials to levy taxes. The Indus people of Mohenja-Daro and Harappan had a system of measurements. They smelted, cast and used copper and bronze. Harappa kilns produced millions of bricks. The Indus people used the wheel for transportation. Their performance measurement criteria back then was the total production by each individual. Quality of the product also mattered. Potters producing better quality vessels and of better designs used to be appreciated. 

However, this period produced many craftsmen having different skillset. The remains of the ancient Indian civilisation unearthed at Mohenjodaro, Harappa, Kaushambi and the various inscriptions found all over the country show that the development of goldsmithy, blacksmithy, carpentry, ivory- carving, ceramics industries and spinning and weaving of yarn and cloth was phenomenal in ancient India (Saran, 1957) 

16th and 17th Century

 Ignatius Loyala established a system for formal rating of the members of the Jesuit Society (Whisler & Harper, 1962). Ignatius was a nobleman who had a military background. He formed the Society of Jesus, which was approved in 1540 by Pope Paul III. He wrote the Jesuit Constitution, adopted in 1553, which created a centralised organization and stressed acceptance of any mission to which the pope would call them. According to Pontes (2010), formal performance appraisal programs were not new. St. Ignatius of Loyola used a combined system of notes and reports of activities and potential of each of his Jesuits. In 1648, Dublin (Ireland) Evening Post has a system of evaluating legislators by using a rating scale based upon personal qualities (Hackett, 1928), as cited in (Wiese & Buckley, 1998). 

18thand 19th Century

 In the 18th -19th centuries there were early forms of performance appraisal in Britain and USA, and most Western armies did appraisals in the 19th century (Furnham, 2004). In 1776 Adam Smith discussed the application of principle of specialization to manufacturing workers, its control and concept (Balasubramanian, 2002). With this, the monitoring of manufacturing workers’ performance was easy and rewarded accordingly.

 Performance management theory and practice in the United States started with the Industrial Revolution in the late 18th century. The earliest performance appraisal programs during the Industrial Revolution were relatively crude and simple. Workers were evaluated and paid primarily on the basis of quantity output -- the number of "pieces" they satisfactorily turned out. Frequently, management provided for bonuses and other tangible rewards to recognize employee contributions to the company (Pratt, 1991).

 In 1800, James Watt introduced standards of operating procedures, specifications, work methods, incentive wages and even bonus based on performance at the time of Christmas. However, it was Robert Owen who recognized the need for personal practices in 1810. He was the first who assumed responsibilities for training of workers (Balasubramanian, 2002).

In the late nineteenth and early twentieth century, performance appraisals were used primarily by military and government organizations – due to their large size, hierarchical structure, geographic dispersal, and the necessity to promote the top performers to higher organizational levels. At this time, most private organizations used informal measures to evaluate individual performance and make subsequent administrative decisions (Wiese & Buckley, 1998).

20th Century

In 1914, development of performance appraisals in United States industry began with early work in salesman selection by industrial psychologists at Carnegie-Mellon University, who used trait psychology to develop a man-to-man rating system. The army used this system during World War I to assess the officer performance. After the war, business leaders, impressed by the achievements of the army researchers, hired many of the men who had been associated with the work in man-to-man appraisals. Industry wanted to use the contributions of this new breed of psychologist (Scott, 1941) as cited in (Wiese & Buckley, 1998). 

Between 1918 – 1950, the widespread use of performance appraisal techniques with blue-collar employees didn't start until after World War I. Appraisal systems for measuring managerial and professional employee performance weren't used extensively until about 1955 (Pratt, 1991). 

Prior to World War II, performance appraisal systems tended to exclude top management, generally used graphic-rating scales and had just one or two forms for all employees regardless of the job performed or skills necessary (Spriegel, 1962).

In the US, passage of the Civil Rights Act of 1964 and the 1966 and 1970 Equal Employment Opportunity Commission Guidelines for Regulation of Selection procedures created a need for improvement in organizational appraisal practices. These legal considerations exerted strong pressure on organizations to formalize, validate, and organize appraisal systems (Murphy & Cleveland, 1995)

Table 1: Performance Appraisal Approach and Measure in different timelines

Time Frame	Approach	Measure
3 rd AD	Qualitative judgement on character	How
Pre 1800s	First examples of traits / competencies	How
1800s	Narrative report	What / How
1920s	Task based output e.g., ‘piece work’	What
1950s	Trait-based, critical incident technique	How
1960s	Management by Objective	What
1970s	Assessment Centre	How
1980s	Hybrid	What / How
1990s	Performance Management Competency Development 360 feedback / evaluation Balanced scorecard	What / How How How What / How

(Mills, 2002).

By the end of 20th century, performance appraisal appears to be nearly universal, and the apparent importance of performance appraisal as a tool for managing human resources has increased. Innovative use is now being made in some organizations of a selfappraisal system, especially for managers and higher-level professionals (Pratt, 1991).

Performance appraisals are being used in almost all the organizations across the world in some form. The performance management system has been continuously evolving in every industry to cope up with current scenario, which enables individuals to work in alignment with organisational goal. In 21st century, performance management system has become an integral part of Employee Engagement (Rath, 2018).

Amstrong, M. (2009) ARMSTRONG’S HANDBOOK OF HUMAN RESOURCE MANAGEMENT PRACTICE. 11th edn [online].Available at: Armstrong's Handbook of Human Resource Management Practice by Armstrong, Michael. - PDF Drive [Accessed on 7th of  December 2022]

Balasubramanian, C.A. (2002) Personnel Management, Everest Publishing House, 5th Edition.

Furnham, A. (2004) Performance management systems, European Business Journal, 16(2), pp. 83-94.

Mills, C. (2002) Performance Management under The Microscope, Shri Publication, IndIa.

Murphy, K. R. & Cleveland, J. N. (1995) Understanding Performance Appraisal: Social, Organizational and Goal Based Perspectives, Sage, Thousand Oaks, CA.

Pratt, H. J. (1991) Principles of Effective Performance Management, ARMA Records Management Quarterly, 25(1).

Rath, A. (2018) "Evolution of Performance Management System: A Review of Literature", INTERNATIONAL JOURNAL OF CREATIVE RESEARCH THOUGHTS, 6(2), p. 875 [Online]. Available at: https://www.ijcrt.org/papers/IJCRT1813200.pdf. [ Accessed on 7th of December, 2022].

Saran, K. M. (1957) Labour in Ancient India, Osmania University Library Archives, Vora & Co, Mombay.[Online]. Available at: https://archive.org/stream/labourinancienti031368mbp/labourinancienti031368mbp_djvu.txt. [ Accessed on 7th of December 2022].

Spriegel, W. R. (1962) Company practices in appraisal of managerial performance, Personnel, 39(77).

Whisler, T. L. & Harper, S. F. (1962) Performance Appraisal: Research and Practice, New York: Holt, Rinehart and Winston.

Wiese and Buckley, 1998

Performance Appraisal versus Performance Management

Performance of an individual refers to carrying out or completion of an action. Performance appraisal means assessment of an individual’s action with respect to its quality and/or values. Performance management is defined as the process of evaluating the accomplishments and achievement of expected goals of each employee of the organization, within a specified period (Armstrong, 2009).

According to Armstrong & Baron, (2005). Performance management became popular in the HR field in late 1990s. It is now widely accepted that performance management is a natural management process that contributes to the effective management of individuals and teams to achieve high levels of organizational performance.

Performance Management is a process that consolidates goal setting, performance appraisal and development of an individual in the system and also the system as a whole. The aim is to ensure that the employee’s performance is in alignment and supporting the organization’s vision and mission. It applies to all the organizations and includes periodic activities to establish organizational goals, evaluate and monitor progress toward the goals, and make modifications or adjustments to achieve those goals. Those periodic activities are much of what managers inherently do in their respective organizations (Rath, 2018).

Traditional performance appraisal simply involves evaluative supervisory comments on past performance. Such a process does not involve any kind of management, per se, as the only performance that can be managed is present and future performance. Performance appraisal involves hierarchical, downward communication from supervisor to subordinate concerning the value the supervisor places on the subordinate’s performance (Mello, 2013).

Performance management is the continuous process of identifying, measuring, and developing the performance of individuals and teams and aligning their performance with organization's goals. In comparing performance management and performance appraisal, “the distinction is the contrast between a year-end event – the completion of the appraisal – and a process that starts the year with performance planning and is integral to the way people are managed throughout the year (Dessler and Varkkey, 2011).

Basically, performance management is beyond performance appraisal, and does not just deal with how employees perform at the end of the year; it takes care of the employees throughout the year and also the learning and development part of the each employee for the future. Performance management ensures that the employees’ goals are aligned to organisation’s goals. It also modifies itself based on the employee performance at every stage so that employees are in track and deliver to their potential. It also helps employees improve their potential and productivity. Key distinction between Performance Appraisal and Performance Management could illustrate in table 01 as follows, (Rath, 2018)

01  Table 01: Performance Appraisal versus Performance Management

	Performance Appraisal	Performance Management
Time period	Past	Past, present and future
Focus	Create records; document performance problems	Link employee work activities to specific business objectives and strategy
Nature of communication	One-sided, downward, directive; "rebuttal" sometimes allowed	Two-way
Employee role	Passive	Active participant
Formality	High formality, written forms with signatures	Informal, verbal
Timing	As prescribed (annual)	Spontaneous & ad hoc needed
Basis of relationship	Power	Collegiality
Role of supervisor	Authority figure	Coach, motivator, partner
Outcomes	Compensation decision; task directives	Participation; enhanced, targeted performance; improved relationships

 (Mello, 2013).

List of references;

Armstrong, M. & Baron, A. (2005). Managing Performance: Performance in Action. 1st ed. London, CIPD.

Armstrong, M. (2009) ARMSTRONG’S HANDBOOK OF HUMAN RESOURCE MANAGEMENT PRACTICE. 11^th edn [online].Available at: Armstrong's Handbook of Human Resource Management Practice by Armstrong, Michael. - PDF Drive [Accessed on 7^th of December 2022].

Dessler, G. and Varkkey, B. (2011), Human Resource Management, Twelfth Edition, Pearson Publication.

Mello, J. A. (2013), Strategic Management of Human Resources, 3rd Edn, Cengage Learning

Rath, A. (2018) "Evolution of Performance Management System: A Review of Literature", INTERNATIONAL JOURNAL OF CREATIVE RESEARCH THOUGHTS, 6(2), p. 875 [Online]. Available at: https://www.ijcrt.org/papers/IJCRT1813200.pdf. [ Accessed on 7th of December, 2022].

The effect of training and development on performance appraisal of employee's

According to Devi & Shaik (2012). training and development are complementary parts of the same process. They are interconected and interdependent, rather than sequential and hierarchical. Training and development is very crucial to the employees, the organization and their effectiveness.

First and foremost, Training is the crucial area of human resource management; it is the fastest growing segment of personnel activities. Training which is referred to as a course of diet and exercise for developing the employees’ effective, cognitive and psychomotor skills assist the organizations to have a crucial method of developing the employee towards enhancing his productivity (Ezeani & Oladele, 2013). 

Moreover, Manpower training and development is one of the most important organizational dynamics. It constitutes the pivot in which organizational survival is run. The training process is one of the most pervasive methods for enhancing the productivity of individuals and communicating organizational goals to personnel (Ezeuwa,, 2009). 

In addition to that, Manpower is the basis of all resources and it is the indispensable means of converting other resources to man kind’s use and benefits. So how well we develop and employ human resources skills is fundamental in deciding how much we will accomplish as a nation. Manpower is the pivot of every human institution. Even in the developed and industrial nations of the world where the use of machines and technology is at an advanced stage, manpower is still very essential (Comma, 2008). 

More so, Training therefore holds the key to unlock the potential growth and development opportunities to achieve a competitive edge. In this context, organizations train and develop their employees to the fullest advantage in order to enhance their effectiveness (Devi & Shaik, 2012). 

Purpose of training and development

The purpose of training and management development programs is to improve employee capabilities and organizational capabilities. A training need can be said to exist when there is a gap between the existing performance of an employee (or group of employees), and the desired performance to assess whether such a gap requires a skill analysis. Training is essential for leadership development success. Training plays a vital role in leadership development. Enhancing the skills of employees is the aim of training and development. Training and development are designed to have these benefits. These traditional or conventional trainings might be formal or informal (Anikel and Ekwe, 2014).

Benefits of training and development to employees

Training is transferring information to organization’s members to positively improve the effectiveness and productivity of organizations (Leard, 2010). Training enables organizations to act more effectively because of having valued employees. Training is also needed to develop new leaders (Noe, 2002). There are many benefits to both organization and individuals to accomplish training activities (McNamara, 2010). It also helps eliminate fear in attempting new tasks 

Last but not least, it is an undisputed fact that effective training is an investment in the human resources of an organization, with both immediate and in long run. However, mere investment is not enough; organizations need to manage training programs more effectively so that they can get the highest returns from their investment. The ultimate aim of every training and development program is to add value to human resource. Any training and development program that would not add value should be abandoned. The issue of staff training and development is treated with levity and neglect and there is this misconception of the aim of staff training, because is been seen as a tool or means for staff promotion rather than seeing it from an holistic angle as a tool for staff development, maintenance for greater performance and retention (Raja Abdul Ghafoor Khan, 2011).

In conclusion, in my scenario, I work for of one of the leading Animal Feed production company, we maintain an annual employee training schedule to cover all segment of departments and selected employees throughout the year, and also an evaluation  programme has to be done after two weeks getting complete the training by the immediate supervisor of the particular employee. Then participants have to be categorized according to performance with regard to the particular trainings (ISO 22000:2018 Manual).

list of references;

Anike1, H. O. O. & Ekwe, M. C. (2014) “Impact of Training and Development on Organizational Effectiveness: Evidence from Selected Public Sector Organizations in Nigeria”, European Journal of Business and Management, 6(29).

Devi, V. R. and Shaik, N. (2012), "Training and Development – A Jump Starter for Employee Performance and Organizational Effectiveness", International Journal of Social Science and InterdisciplinaryResearch ,1 (7). 

Ezeani, N.E. and Oladele, R. (2013), “Implications of Training and Development Programmes on Accountants Productivity in Selected Business Organizations in Onitsha, Anambra State, Nigeria”, International Journal of Asian Social Science, 3(1) pp 266-281.  

Ezeuwa, L. (2009),“Effective Management of Teacher Education: A Panacea for National Development”,Journal of Business and Management Technology, 1(1) pp 101-110. 

Leard, G. (2010), Benefits of Training for both the Organization and Employees, Heilum [Online]. Available at: http://www.helium.com/items/1774143-training-and-its-benefits-why-train-workers-is-training [Accessed on 6th of December 2022].

McNamara, C. (2010), Employee Training and Development: Reasons and Benefits. [Online] Available at: http://managementhelp.org/trng_dev/basics/reasons.htm [Assessed on 6th of December 2022]. 

Noe, R. (2002), Employee Training and Development, New York: McGraw-Hill.

Raja Abdul Ghafoor Khan, F. A. (2011). Global Journal of Management and Business Research,Volume 11 Issue 7 Version 1.0. Impact of Training and Development on Organizational Performance.

The Impact of Motivation on Employee's Performance

 

First and foremost, motivation can be defined, according to Armstrong, (2009) A motive is a reason for doing something. Motivation is concerned with the strength and direction of behavior and the factors that influence people to behave in certain ways. The term ‘motivation’ can refer variously to the goals individuals have, the ways in which individuals chose their goals and the ways in which others try to change their behavior. High performance is achieved by well-motivated people who are prepared to exercise discretionary effort.

Next, Mohamud, Ibrahim and Hussein (2017) referring that Every individual in an  organization is motivated by some different way. When talking in  term  of  employee  motivation,  it can  be simply  defined  as “Employee  motivation  is a  reflection  of  the  level  of  energy, commitment, and creativity that a  company's workers bring to their  jobs. Motivating  the  staff  leads  to broaden  their  skill  to  meet the  organizational  demands and further said while equity and justice theory states that employees strive for equity between themselves and other employees (Adams, 1963, 1965).

In order to, Forson et.al, (2021). job performance is a construct that elicits behavior related to achievement with evaluative components. Most studies on this relationship have emphasized on the role of autonomous and intrinsic motivation on performance with the argument that individuals autonomously motivated have certain inherent values and behaviors and thus give off optimal performance. Further said that motivation as a meaningful construct is a desire to satisfy a certain want and is a central pillar at the workplace. Therefor, motivating employees adequately is a challenge as it has what it takes to define employee satisfaction at the workplace.

According  to  Omollo  (2015),  Motivation  is  the  key  of  a successful organization to maintain the continuity of the work in  a  powerful  manner  and  help  organizations  to  survive. Motivation is finding a  need  inside  the  employees  and  help  to achieve  it  in  a  smooth  process.  Motivating  the  staff  leads  to broaden  their  skill  to  meet the  organizational  demands.   Each ranch  manager  should  have  the  responsibility  to  work  with the staff to find out their individual needs and put them side by side to the  organization  needs. The  only  way  to get people  to like  working  hard  is  to  motivate  them.

More over, correlation analysis is used to determine the effect of motivation on employee performance. There is a positive correlation between motivation and employee performance which is statistically significant, it means that there is a direct relationship: when motivation increases, employee performance increases and therefore motivation is an important predictor of employee performance.(Kiruja, Mukuru,2013).

In addition to, efforts, inside a person that moves his or her direction, intensity, and persistence of voluntary behavior’. In this case inspired employees are enthusiastic to apply a precise level of strength for a definite  period,  toward a  specific  goal (Robins and Coulter, 2012).  

In addition, Bateman and Snell (2013) in the same way referred to motivation as forces that energize, direct, and sustain a person’s effort. They said, all behaviors, expect voluntary reflexes like eye blinks, and are motivated. They further stated that a highly motivated person will work hard toward attaining performance goals. Through satisfactory skill and understanding of the job, as well as the right to use the necessary resources, which will make  the  person  to  be  highly  productive.

Furthermore, Several diverse theories have existed that attempted and supported to explain the concept of motivation. 

More so, researchers have been learning the theme of motivation for many years and have made marvelous advancement for expounding motivation that can be construed in the workplace. This blog is going to look at some of these theories that have been proven and accepted by  the  general public.  They  comprise  Maslow’s  hierarchy  of  needs, McGregor’s theories x and y, McClelland’s theory of  learned needs, Alderfer’s ERG theory, Herzberg’s two-factor  theory,  Vroom’s  expectancy  theory  and  different  types  of  motivation,  such  as intrinsic and extrinsic. Furthermore, many scientific researchers have learned that motivational theories vary amongst themselves according to how they describe behavior over motivation content  or  through strong-minded  psychological  processes.  Most of  these theories  can be separated  into  three  basic  types:  content/needs  theories,  process/cognitive  theories  and strengthening/reinforcement theories. Even though additional legal clarifications have  been advanced, these initial  theories  are essential as  they embody the basis  from  which current motivation  theories  were established  and since  several practicing  managers still  use these theories (Burton K, 2012, Robins & Coulter 2012, Armstrong, 2009, Luthans & Doh, 2009).

In conclusion, even though the organization unable to motivate the employees, it is directly pave the way for a weak relationship between employee morale, employee anxiety, and customer satisfaction (Habtoor, 2015). The productivity level of employees is very important that it must be checked whether the employees are satisfied with the job or not, and the employees should be motivated accordingly (Thompson & Mchugh, 2002).

 List of references.

Adams, (1963).Towards an understanding of inequity. The Journal of Abnormal and Social Psychology, 67 (1963), pp. 422-436

Armstrong, M.  (2009),  A  Handbook of  Human  Resource  Management  Practice 11th Edition Kogan Page London and Philadelphia.

Bateman  T. S.  and  Snell S.  A.  (2013) MANAGEMENT:  Leading  &  Collaborating in  a   Competitive World 10th edn. McGraw-Hill/Irwin. 

Burton, K. (2012), A Study of Motivation: How to get your employees moving, Spring Indiana University.

Forson, J.A., Dwamena, E. O., Opoku, R. A, and Adjavon, S.E (2021). Employee motivation and job performance: a study of basic school teachers in Ghana, Future Business Journal, Vol 7 (30), [Online].Available at:  < https://fbj.springeropen.com/articles/10.1186/s43093-021-00077-6 > [Accessed on 8th of December 2022]

Habtoor, N. (2015). 'The Relationship between Human factors and Organizational Performance in Yemeni industrial companies', European Scientific Journal.

Kiruja EK, Mukuru, E. (2013). Effect of Motivation on Employee Performance In Public Middle Level Technical Training Institutions In Kenya. International Journal of Advances in Management and Economics, 2 (4|), pp.73-82. 

Luthans, F. and Doh, J. P. (2009), International Management: Culture strategy and   behavior; 7th edn, McGraw, Irwin.

Mohamud, S.A., Ibrahim, A. A. and Hussein, J.M. (2017)'The effect of motivation on employee performance: case study in Hormuud Company in Mogadishu Somalia', International of Journal of Development Research, 7(11)[Online].Available at:https://www.researchgate.net/publication/321974170_THE_EFFECT_OF_MOTIVATION_ON_EMPLOYEE_PERFORMANCE_CASE_STUDY_IN_HORMUUD_COMPANY_IN_MOGADISHU_SOMALIA[Accessed on 5th December 2022]

Omollo, A. P. (2015). Effect of motivation on employee performance of commercial banks in Kenya: A case study of Kenya Commercial Bank in Migori County. International Journal of Human Resource Studies, 5(2), pp. 87-103.

Robins, S. P. and Coulter, M. (2012) Management eleventh edition  Pearson Education, Inc., Prentice Hall, Upper Saddle River, New Jersey.

Thompson, P. & Mchugh, D. (2002). 'Work Organizations: A Critical Introduction'. New York, Palgrave.