Anorganization is a company formed with a mission, vision, andobjectives and an aim of making profits. This essay discusses moreabout the organization I work in, the recruitment and appraisal ofemployees, the stressors within the job, communication process, andthe motivation techniques used.

TheOrganization and the Specific Job

Theorganization has a complex organization structure with a lot of rulesand procedures to be followed. It mainly converts raw materialsbought from other companies to finished goods. The company also has alot of subordinate staff, employees, or servants who aid in theday-to-day routine activities of the firm. Its mission is to providequality and value to the customers at an affordable price while itsvision is to be a reputable organization and produce goods andservices as per the needs, tastes, and preferences of the customers.The organization maintains both consumer and supplier relationshipsand ensures that both the supplier and the customer are satisfiedengaging with the organization. Lastly, the enterprise is verylenient as it rewards high performance and hard working employees bygiving them incentives and compensations and punishes those who havelow-performance issues by issuing them a redundancy notice. However,if the low-performance employees explain themselves, management willbe lenient and ensure that they are trained and developed to improvetheir performance in the company.

Iwork as an accountant. There is a formal description for allemployees within the organization. The firm also uses a formal jobanalysis when recruiting its staff and employees. Job analysisinvolves identifying the duties, requirements, responsibilities, andthe importance of a particular job. As an accountant, I am supposedto prepare cash receipts and cash payments, to reconcile the bankstatement of the company and the cashbook, to prepare financialstatements, to calculate the payroll of each employee, to prepareinvoices, make purchase orders, and prepare receipts. The mainpurpose of accounting is to prepare financial statements andfinancial reports and provide information about the performance of acompany to the investors, shareholders, and other tax authorityagencies as seen in the appendix.

Recruitmentand Selection

Employeesare recruited and selected by conducting interviews to select themost suitable candidate for the job specification. There is also awritten test at the end of the interview. The job application processis, however, not standard for example the questions asked in theinterview, and the written test may be different for every candidateapplying for the job. The company has a formal job evaluation thatdetermines the pay levels of every employee and job. In myorganization, the firm pays according to the academic qualificationand the complexity of the job. An accountant is paid higher than acasual laborer while a senior accountant is paid higher than anaccounts clerk (K,2010).

Criteriaof Appraising Employees

Managementrewards those employees who portray high performance and punishesthose who portray low performance. To appraise employee performance,the company evaluates every employee and determines what he or shehas achieved since they joined the organization. Management alsodetermines the value they have added to the organization since theyjoined. The company uses a fixed compensation plan to appraise themand for those who are not on a permanent contract, managementcompensates them based on the percentage of sales made. The latter islike a commission system where each employee is compensated based onthe number of units he has produced and sold. Compensation ofemployees and the entire staff motivates them to work even harder.The employees are evaluated by the HR department annually, and theevaluation sheet is reviewed by the board of directors (K,2010).

Methodsof Training and Development

Trainingand development is a human resource management (HRM) function wherethey are concerned with the organization activity to improve theperformance of employees within the organization setting (,2013).

Thereare two methods of training and development that the organizationuses: on job training and off job training. These methods are dividedinto subtypes. The firm uses the classroom lecture method where aninstructor presents a speech to them explaining more about the job.Second, management uses the group discussion method where theyexamine empirical studies to drive underlying principles of the job.Third, the simulation exercises method is where the employees aretrained to determine the complexity of the job and the use ofmachines. Fourth, there is the role-playing method. Here, everyemployee is assigned a given role to perform. Fifth, the company,uses job rotation method as a way of training and developing theemployees. Here, the employees gain other skills and knowledge ofother tasks different from the ones they were trained to perform. Allthese are on job training methods. Lastly, an example of an off jobtraining method is the vestibule training method where the employeesare trained in a realistic job environment different from the onethey will be working in. The training and development are veryeffective, as an increase in the performance of the organization hasbeen noted (,2013).

Stressorsin the Job and the Company’s Communication Process

Stressorsinvolve factors that cause challenges or prevent you from achievingmaximum output. There are four main stressors at the workplace: jobinsecurity, too much work with little time, unconducive workenvironment, and rigid working hours. When one is working, there isthe fear that you might lose your job. To reduce this stress, anemployee ought to make sure that his or her employer knows the valuethey bring to the organization. There can be an instance where one isgiven too much work with little time allocated to it. Here, the bestthing to do is to delegate the simpler work that requires minimal orno supervision to the junior staff. In case of an unconducive workenvironment which may be brought about by sexual harassment,backstabbing co-workers, and temperamental employers, evaluate youranxieties and take action. Lastly, in case of rigid hours where theworking schedule is not certain, an employee ought to cultivate goodworking relationships with both the employer and the co-workers andbe a star performer in order to reduce the stress (González-Morales,&amp Neves, 2015).

Thecompany uses top-down, top-top, down-down, and down-topcommunications. Here, the employees can communicate with themanagement and their co-workers while the management can communicatewith the employees and their colleagues. This develops a good workingrelationship and makes everyone develop a positive attitude towardswork.

Motivationof Employees, Motivation Theory that Applies, and Leadership Approachof the Organization

Tomotivate his or her employees, my supervisor works together with us.He is, therefore, not afraid to get himself dirty as he enjoysworking with the employees. This ensures that all employees within mydepartment are motivated. The motivation theory that applies here isthe attitude-behaviour consistency theory. Here, the employees andthe supervisor align themselves with attitude and behavior to conducta particular task. When they work with together with the supervisor,they feel a sense of belonging in the organization, and thismotivates them and gives them a positive attitude towards theirdelegated job (Tracy,2013).

Theorganization uses a contemporary leadership approach. Here, themanagement puts the interests of the employees before their own theyprovide value to the employees in exchange for their services, andthey lead and make strategic decisions based on their feeling andconscience. This implies that the organization values theiremployees, and they consider them as an asset to the company. Theyalso offer them a very lucrative salary, commissions, benefits,allowances, and compensations as they offer their services to them.Lastly, management makes decisions based on the emotions. If theyfeel that a particular decision is likely to bring them more returnsor a particular decision is likely to make them have a highercompetitive advantage over their competitors, they will implement it(Tracy,2013).

VariousGroups at the Workplace and Factors Affecting Work Performance

Agroup is where several people come together to achieve a particulartask or achieve a particular goal. There are three different groupsat my workplace: command groups, functional groups, and task groups.The command groups have an organizational chart and consist of thesupervisor and the subordinates where the latter reports directly tothe former. Task groups consist of employees who work together toachieve a particular task or goal while functional groups areestablished by the company to achieve a particular goal within aparticular period (RootIII, 2015).

Toperform well within an organization, an employee ought to have thenecessary skills, knowledge, and technical experience. There areseveral factors affecting work performance. First are the highmanagerial standards. Managerial standards can be motivating orde-motivating. If an employee is unable to achieve these standards,he gets de-motivated thus reducing his performance. Second, is anevaluation. When the employees fear that they will be evaluated, theyget nervous and perform their work in a hasty manner reducing theirperformance levels. Third is a lack of skills, knowledge, andexpertise. Every job has different job specifications. If theemployee gets the job without the necessary skills, knowledge andexperience, he will likely have a negative attitude towards workreducing his performance. Lastly is the lack of appraisal techniqueswithin the organization. Employees are motivated to work harder ifthey are well compensated for performing a particular task. If nocompensation is available to them, they get de-motivated thusreducing their performance (RootIII, 2015).

Thecognitive theory of performance relates to recognizing issues thatnegatively influence you at the workplace and looking for ways toreduce them. Employees, therefore, ought to look for ways to increasetheir performance levels (RootIII, 2015).

Changesto Improve the Organization

Toimprove the organization, management ought to develop a closerelationship with the customers and the suppliers. They ought toconstantly appraise the employees and improve their workingconditions to improve their performance levels.


Organizationsvary depending on rules and regulations organizational chart,products offered et cetera. Leadership and evaluation are the key wayto improve the performance and success of the organization.Management ought to motivate and inspire the employees so that theycan perform better and achieve the strategic goals of the enterprise.



Providesfinancial information to management by analyzing and researchingaccounting data preparing reports

AccountantJob Duties

  • Prepares asset, liability, and capital account entries by analyzing and compiling account information

  • Documents financial transactions by entering account information

  • Recommends financial actions by analyzing accounting options

  • Substantiates financial transactions by auditing documents

  • Summarizes current financial status by collecting information preparing balance sheet, profit and loss statement, and other reports

  • Maintains accounting controls by preparing and recommending policies and procedures

  • Guides accounting clerical staff by coordinating activities and answering questions

  • Secures financial information by completing database backups

  • Reconciles financial discrepancies by collecting and analyzing account information


RootIII, J. (2015). ManagingEmployees: Factors affecting Employee Performance.Demand Media. Retrieved on 27thJune 2016 from HumanResource Management: Training and Development Methods.Reference for Business. Retrieved on 27thJune 2016 from

Tracy,B. (2013). Motivation.New York: AMACOM, American Management Association. Retrieved on 27June 2016.

K,R. (2010). Recruitmentmanagement.Mumbai [India]: Himalaya Pub. House. Retrieved on 27 June 2016.

González-Morales,M. &amp Neves, P. (2015). When stressors make you work: Mechanismslinking challenge stressors to performance. Work&amp Stress,29(3),213-229. Retrieved on 27thJune 2016 from