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    Frame your identified workplace-based problem in the context of the relevant literature;
    Identify and analyse different viewpoints on your problem from the literature;
    Assess the capacity of research literature to address workplace-based problems; Critically evaluate research articles and the processes through which they are created and disseminated;
    Provide theoretical scaffolding for the problematising process.
    Use authentic inquiry and your identified workplace-based problem as a basis to complete a search of relevant literature and analyse the findings. Be sure to include literature you find through library and web searches in addition to the reference lists from readings from the module.
    Address the following questions in your review document:
    Based on the literature, what commonly held assumptions exist within the field?
    Based on the literature, what areas of discourse, contention (if any), or divergent perspectives exist?
    Where would your research interests fall within this framework? Does your topic fill in a gap in the research? How does it relate to the existing literature you have found?
    Consider how you initially defined the problem and how it might be redefined for future activity.



Subject Business Pages 4 Style APA



Every organization desires success and constant progress. Nevertheless, due to the prevalently increasing competition in the contemporary business world, various business organizations have experienced difficulties achieving growth in the market. The issue of how business organizations effectively manage growth has, therefore, been a hot topic among scholars, managers, entrepreneurs and other interested parties across the globe. Fundamentally, business organizations are composed of different stakeholders, ranging from customers to employees. Nevertheless, many business organizations have experienced business dilemma on who they should give the priority in ensuring business sustainability. Precisely, while some organizations consider their customers to be the key to their success, some have acknowledged the importance of positive employee relations for business success. All in all, does create positive employee relationships, enhance business growth? This paper will gather the perspective of various scholars through qualitative and quantitative research articles on the factors fostering growth and how positive employee relationship can be managed to achieve growth.

Historical Background

Over the years, the rate of competition among business organization has prevalently increased forcing organizations to identify strategies for gaining competitive bargaining power. Many businesses have experienced both growth and failure in the market; a factor that has forced many scholars to identify the factors that foster organizational success in the contemporary business world. Fundamentally, business organizations are composed of various stakeholders with different interests toward the organization. For instance, while customers would want quality products at affordable prices, business partners strive to achieve profits for business sustainability in the market. Managers have therefore been assigned the task of ensuring business continuity and success in the industry. However, the issue of how managers should ensure business organizations for their respective organization has created controversies between scholars, entrepreneurs, and individuals across the globe. Managers have experienced difficulties determining who they should give priority to ensure they achieve the desired organizational goals and hence organizational success.

Various theories have been introduced to determine the factors that foster business growth in the workplace. In 1943, Maslow implemented the hierarchy of human needs where he perceived human motivation as an important factor towards achieving organizational growth. In his theory, Maslow identified a hierarchy through which needs should be met to motivate employees towards achieving organizational success (Miner, 2015). For instance, Maslow identified that psychological needs should be satisfied for people to survive. Upon satisfying the very basic needs, Maslow identified that other needs such as safety, belonging, esteem, and self-actualization should be followed simultaneously to achieve success, to enhance individual performances. Various organizations, after that, adopted the Maslow’s hierarchy of needs theory to enhance employee performance for business growth. From their perspective, satisfying the employees’ needs would motivate them towards improving their performances to achieve the objectives of the business. In the 1950’s, Fredrick Herzberg developed the Two Factor Theory of motivation, where he emphasized motivational and hygiene factors to be the drive for business success (Miner, 2015). According to the theory, motivational factors were meant to create a sense of belonging among employees, thus increase their hard work to achieve organizational growth. Hygiene factors, on the other hand, were meant to motivate employees and could lead to dissatisfaction if not present. Hertzberg, therefore, advocated for various hygiene factors, such as company policies, positive relationships with managers as well as an adequate salary to employees to ensure employee motivation. Nevertheless, what factors enhance business growth in the contemporary business world (Miner, 2015).

Previous Studies

Various studies have been conducted to identify the factors that enhance growth in business organizations. Jaakkola & Alexander, (2014), conducted research to identify the factors that foster business performance across various business organizations. Through the research, the two authors came to an agreement that customer engagement is the key to organizational success. Through previous studies on the importance of customer engagement, the two authors, Jaakkola & Alexander, (2014), came to the agreement that through organizations are more likely to create customer loyalty by employing constant communication with their customers. By creating loyalty towards a given brand, customers are more likely to increase their purchase, thus increasing product novelty and benefit. Through the case study of ‘Adopt a Station’ scheme which allowed the local community to occupy the vacant accommodation within the provided stations to provide services, Jaakkola & Alexander, (2014) intended to identify how customer engagement fostered business growth among the business organizations. By analyzing data within a ten month period, it was concluded that customer engagement played a significant role in ensuring business growth.From the research, it was revealed that successful businesses within the case study organizations, adopted various strategies for creating customer value for improved business performances. For instance, offering technical support to customers was greatly embraced by various businesses, as a strategy for retaining customers to the business. Additionally, the business organizations engaged in constant communication with their customers to adopt new ideas for improving their products to fit their consumer specifications. Since the study was limited to ScotRail business, organizational strategy, the results could not be generalized to all business organizations. Nevertheless, the results remained that business customer engagement fostered business growth.

In 2013, Sorenson conducted a qualitative research which contradicts Jaakkola & Alexander notion on the drives of business growth. According to Sorenson, (2013), employee engagement in a business organization, is a motivational factor to ensure business growth. Precisely, employee engagement and performance measurement were identified as a significant factor to ensuring business growth and success. The research was based on past quantitative research which determined the relationship between employee engagement and the performance outcomes. According to Sorenson, (2013), customer rating, profitability, productivity, turnover, safety incidents, theft, absenteeism, patient safety incidents and quality defects were the main performance measurements for determining employee effective employee engagement in business organizations. In a 2012, Gallup researcher, conducted a quantitative research, to determine the relationship between employee engagement and performance outcomes among 192 organizations. The study was conducted in 49 industries across 34 countries and included approximately 1.4 million employees. From the research, it was revealed that employee engagement, reduced absenteeism, high turnover rates, quality defects, safety incidents theft as well as patient safety incidents. Additionally, employee engagement increased profitability, the number of customers to the organization as well as productivity. Gallup conducted another research among 49 traded companies to determine the importance of employee engagement to business organizations. By analyzing available data from 2008 to 2011, Gallup researchers came to the conclusion that that increased employee engagement increased earnings per share (Sorenson, 2013).

Alternative Viewpoint

The issue of employee motivation, has therefore, become an important topic among business organizations. How should employee motivation be implemented in business organizations to achieve organizational success? According to Mayfield, Mayfield & Sharbrough, (2015), top leaders should engage in constant communication with their employees to improve organizational performances. Through a qualitative research on past literature regarding employee motivation, Mayfield, Mayfield & Sharbrough, (2015) identify the importance of adopting motivating language theory among organizational leaders to enhance organizational performance as well as stakeholder welfare.According to the motivating language theory, organizational leaders should share the organizational visions with the workers to improve the quality of their work life while improving organizational performances. Therefore, according to Mayfield, Mayfield & Sharbrough, (2015), organizational leaders should strive to share organizational values and beliefs to employees and give directions for achieving the goals of the business. Moreover, leaders should be sensitive to the needs of their internal stakeholders to ensure organizational growth. In research 1984 research by Daft and Weick, Mayfield, Mayfield & Sharbrough, (2015) identified that the creating shared value among employees reduced uncertainty. Mayfield, Mayfield & Sharbrough, (2015) also identified clear visions and values to challenge organizational goal thus enhancing growth. Through a case analysis of top performing companies, including the RBC Financial Group in Canada, Mayfield, Mayfield & Sharbrough, (2015) identified that the company acknowledged the importance of shared stories to promote success. Precisely, the company CEO invited senior managers to share their success stories. The stories were later used as motivational factors to lower level employees to increase their job performances. Through constant communication with employees, Mayfield, Mayfield & Sharbrough, (2015)  identifies that organizations can avoid ambiguities and strive towards achieving organizational goals. What is more is that constant communication encouraged feedback and the organizations were bound to change its performances to ensure it achieves success.

Burton, (2012) further identifies the factors that motivate employees and the importance of employee motivation. According to Burton, (2012) employees should be motivated to improve their performance as well as enhance organizational growth. The research was thus conducted through an analysis of past research materials as well as interviews with human resource personnel in different fields to identify factors that motivated employees in various organizations. In the study, Burton, (2012) analyzed the various theories of motivation to identify how financial and non-financial rewards impacted employee performance within different organizations. Financial motivational factors included those factors that involved money, such as salaries, compensation or bonuses. From the research, Burton, 2012, identified that financial forms of motivation were short-term motivators and could not enhance employee careers. Financial motivators, therefore, had short lasting effects to employees and was considered ineffective in ensuring organizational success. Burton, (2012) hence recommended no –financial motivators, such as verbal congratulations, job-rotation, encouraging teamwork as well as providing employee security as effective factors towards enhancing organizational growth. According to Burton, (2012), job rotation would encourage employees to explore their skills within the organization while team work increased the decision-making process within the organization. In a 2009 study by the Society for Human Resource Management, Burton reveals that employees acknowledged team work since it granted them an opportunity to explore their skills and abilities in achieving organizational success. From the research, 47% of the employees agreed that their job security was enhanced by their skills and abilities which they acquired through team work (Burton, 2012).

Dobre, (2013) provided a further analysis on factors that motivated employees to achieve organizational success. Dobre, (2013) took into consideration various theories to determine factors that enhanced success among employees. For instance, the researcher elaborated on Theory X and Theory Y  by McGregor, on human nature and motivation. According to the theory, human beings are motivated by financial means and through punishments, when they have not attained their designed goals. Dobre, (2013) therefore identifies various motivational factors to increased job performances. Firstly, Dobre, (2013) identifies reasonable salary to be an important incentive towards increased employee performance. Secondly, Dobre perceives employee reward to enhance employee satisfaction, thus increasing performance. Employee rewards can, therefore, be achieved through promotions, pay increase as well as other types of rewards that can motivate employees. Finally, Dobre, (2013) also identifies proper leadership as a motivational factor towards employee motivation. Leaders can, therefore, possess leadership traits that can be emulated by employees within their respective organizations. Finally, Dobre, (2013) reveals employee training to be a strong motivational factor in organizational success. Osabiya, (2015) gives a further elaboration on the effect of employee motivation on the performance of the organization. Osabiya employs various theories of motivation in defining the importance of employee motivation to various organizations. Thus, according to the author, employee motivation ensures quality, thus increasing organizational performances. Leaders should, therefore, provide an atmosphere through which employees can attain high productivity to ensure business success.

General conclusion

While organizations strive to increase profit to achieve growth, various organizations on how they can achieve growth as been a hot topic among scholars. Nevertheless, employee engagement and motivation has been widely agreed as the significant factor in achieving organizational success. Satisfied employees are perceived to enhance their performance, which, besides enhancing quality, promotes employee retention thus increasing organizational growth.


Overall the issue of how business organizations effectively manage growth has been a hot topic among various scholars and business organizations. While some have agreed to customer value as a significant factor for attaining organizational growth, some have argued towards employee motivation and engagement as an important factor for organizational growth. While extensive research has been conducted on financial and non-financial motivational factors, future research should be conducted on what motivates employees to seek further employment despite adequate salaries and non-financial motivation. Nevertheless, business organizations should motivate their employees to enhance their skills and counter competitiveness to achieve organizational growth in the industry.




Burton, K. (2012). A study of motivation: How to get your employees moving. Management3(2), 232-234.

Dobre, O. I. (2013). Employee motivation and organizational performance. Review of Applied Socio-Economic Research5(1), 53-60.

Jaakkola, E., & Alexander, M. (2014). The role of customer engagement behavior in value co-creation: a service system perspective. Journal of Service Research17(3), 247-261.

Mayfield, J., Mayfield, M., & Sharbrough III, W. C. (2015). Strategic vision and values in top leaders’ communications: Motivating language at a higher level. International Journal of Business Communication52(1), 97-121.

Miner, J. B. (2015). Organizational behavior 1: Essential theories of motivation and leadership. Routledge.

Osabiya, B. J. (2015). The effect of employees motivation on organizational performance. Journal of public administration and policy research7(4), 62-75.

Sorenson, S. (2013). How employee engagement drives growth. Gallup business journal1.



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