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nt. In terms of this aspect, the manager, together with the employee, reviews the employee's performance on a periodic basis. If it is on target, or exceeding expectations, the manager provides positive comments to keep performance at a high level, but if performance is below expectations, the manager guides the employee in order to achieve improvement.

This involves developing strategies with the employee to determine appropriate action plans. Managing this process involves three main activities, namely coaching, counselling and performance review.

2.3.3 Motivation

Motivation is a basic element contributing to employee performance issues. Each person is motivated by different factors and different things (Schwartz, 1999). The first step is to figure out what will motivate your employees to do what you hired them to do. The following are views from different theorists on what motivates employees.

Various theorists have developed approaches to motivation that will seek to improve performance. (Frederick Taylor, 1964), suggested that money is the primary motivator as workers would be motivated by obtaining the highest possible wages through working in the most efficient manner, based on the assumption that all people are rational, and that they are driven by the need for financial rewards and not interest in the actual work.

(Abraham Maslow,1942), in contrast with Taylor's view, suggested that the needs of employees can be classified in a hierarchy, represented on a pyramid with the more basic psychological needs lying at the base and each higher level consisting of a particular class of needs. According to Maslow, employees are motivated based on the level of their needs. Whilst this view has an uncomplicated appeal because its message is clear, others claim that it ignores the capacity of people and those around them to construct their own perceptions of needs and how they can be met (Arnold et al., 1998) Vroom (1964) expectancy theory states that motivation should be based on employees' performance-outcome expectancy. This means that employees' performance depends on what they expect to get for their efforts.

2.3.4 Training and development

Staff training and development should be an important activity in any organisation. In this regard, Oakland and Oakland (2002) stressed that training and development of people at work should be recognized as an important part of human resource management. During the 1980s, major changes in many organizations resulted in increasing workloa本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。