ACHIEVE model

ACHIEVE Model
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ACHIEVE Model
Overview of the Workplace Performance Problem
Lack of motivation in the workplace has been identified to be a key problem in many organizations in the current professional world. Today, employees have become innovative in their work. They put an effort in delivering their services at work. They do not compromise on performance and have even gone to the extent of engaging in internal competition a factor that has significantly improved performance. On the contrary, most organizations have failed to motivate employs accordingly. Lack of motivation cripples employees’ morale (Hersey, Blanchard & Johnson, 2013). In turn, this has a direct impact on their performance as it negatively affects their innovative spirit. As such, the ACHIEVE Model can be used to identify the specific causes of lack of motivation in organizations and help identify ways in which employees can be motivated.
Application of the ACHIEVE Model
Ability
In the workplace, lack of motivation tends to affect employees ability. For instance, employees who are not subjected to any benefits will not be willing to perform their tasks accordingly. They will intentionally underperform since they know that their welfare is not taken into account (Chandrasekar, 2011). To solve this problem, managers should reassign specific responsibilities to employees. All employees should be subjected to a certain form of benefits. The manager should state to the employees the benefits that they will enjoy upon reaching the set targets as well as attaining some organizational goals.

Clarity
Lack of motivation significantly affects the focus that employees have towards the set targets and goals. For instance, when employees are not motivated, they will not care to understand what their roles and job descriptions are. The reason behind this is that they will have nothing to push them into accomplishing their responsibilities. The personnel will feel used and, therefore, fail to adhere to the working guidelines. To counter the workplace problem using this factor, the management needs to call for an open forum with the employees. In the forum, the managers should state to the employees how they will be rewarded for performing exemplary.
Help
Organizational support substantially impacts the employees’ performance. It is notable that when the management does not supply employees with all the resources they need to execute specific tasks, it will be challenging to ensure quality organizational performance (Hersey, Blanchard & Johnson, 2013). Employees require support in ideas as well as tangible resources such as equipment and monetary resources. Without full support from the organizational management, employees will lack motivation, and this will affect performance. Per se, the management should ensure that all basic resources are available. When the budget cannot satisfy all needs, opportunity cost should be conducted to identify needs which should be taken care of first. This will ensure that there is no stress among employees and, therefore, their working environment supports quality results.
Incentive
Employees should be promised some rewards for them to become motivated to perform exemplary. Employees who work by only expecting the basic salary and no allowances on top are not motivated to go beyond the stated goals (Hersey, Blanchard & Johnson, 2013). They feel used and, therefore, lack the morale to sacrifice their skills and knowledge to the organization besides the normal working hours. On the other hand, by rewarding employees improve their innovative spirits as well as work discipline. This makes the employees put extra effort ensuring that they meet targets as well as organizational goals.
Evaluation
Conducting performance appraisal is crucial to employee’s motivation. Organizations which do not evaluate their employees to find out their performance experience problems in improving. The reason behind this is that they fail to find out the causes of various problems. When the problems remain unsolved for so long, employees lose motivation. Therefore, to avoid such issues, evaluation should be used to identify the performance of individual employees as this will give feedback on what measures to be employed to improve performance.
Validity
Strict and tough regulations, procedures, rules, as well as practices affect employees’ motivation. When the rules are tough, employees become stressful while working. It becomes impossible to effectively deliver due to intense pressure in the workplace (Chandrasekar, 2011). However, by including employees in decision-making the organization manages to make rules which are effective and favor positive working environment.
Environment
The external, as well as the internal environment, plays a key role in motivating employees. Both internal processes such as production, budgeting, job delegation and communications as well as external processes such as marketing, competition, and government regulations need to be aligned in such a way that they effectively flow (Hersey, Blanchard & Johnson, 2013). When this is done, employees become motivated to put extra effort.
Recommendation
It is certain that to ensure that an organization does not suffer from lack of motivation, the management should:
Incorporate performance appraisal in the organizational schedule. This will make it possible to identify key problems in the organizations and solve them accordingly.
Ensure that the working condition is favorable for employees. The management should ensure that employees’ welfare such as working hours, time off, and others are considered.
Define a clear rewarding system which should be adhered to accordingly. Benefits such as promotions, paid vacations, as well as vacation, should be incorporated into the rewarding system to motivate employees.

References
Chandrasekar, K. (2011). Workplace environment and its impact on organisational performance in public sector organisations. International Journal of Enterprise Computing and Business Systems, 1(1), 1-19.
Hersey, P., Blanchard, K. H., & Johnson, D. E. (2013). Classic motivational theories. In Management of organizational behavior: Leading human resources (10th ed., pp. 58-85). Boston, MA: Pearson Education, Inc.