Improving teams performance under the accounts management department

• Main Author: Aguila, Krizel V.
• Format: text
• Language: English
• Published: Animo Repository 2017
• Subjects: Organizational change; Personnel management; Employee motivation
• Online Access: https://animorepository.dlsu.edu.ph/etd_masteral/5680
• Institution: De La Salle University

Guided by Coghlan and Brannicks empirical action research cycle, this action research aims to address the issue of the low level of motivation of a team under the Accounts Management Department. Motivation is a human psychological characteristic that contributes to a persons degree of commitment (Nabi, 2017). Manifestations of the issue include low performance, high frequency of absenteeism and tardiness. Employee motivation is a driving force to achieve high performance. Studies on employee motivation shows that motivated employees were more productive, more efficient and contribute more to the fulfillment of organizational goals. In this action research, we aimed to: (1) increase teams monthly performance, (2) lessen absenteeism, and (3) lessen tardiness. Our goal was to become the best team in the department and become a role model among other teams. As an insider action researcher, I employed different methods of data collection from Financial Audit Group Performance Report, Attendance and Punctuality Report, Informal Discussion with other Team Leads, One-on-one Interview and Focus Group Discussion. In addressing the issue, I looked for a framework on employee motivation in influencing high performance and change model. I found and utilized the most applicable to our situation which were Kotters 8-step change model and High Performance Mindset Model by Mackay. During the two cycles of this action research, the interventions we implemented in improving level of motivation to increase performance were: (1) Self disclosure using Johari Window (2) Process Consultation, (3) Sharing Sessions and (4) Reward System lunch treat. These interventions were effective in attaining our set objectives which highlighted the importance of employee motivation in performing at a high rate. The experience taught me (1) to respect the human rights and dignity of all people affected by my enterprise and was able to oppose discrimination and exploitation through collaboration and (2) to invest in developing myself and others, helping the management profession continue to advance and create sustainable and inclusive property. It also created a positive change wherein team members morale was lifted and they become motivated in achieving high performance. Moreover, it enabled the organization to recognize the importance of keeping employees motivated. We completed the two action research cycles and we recommended that on the third cycle, intervention should integrate other motivators not captured in this research such as financial reward and recognition, and promotions.