Strategic Management of Human Resources. Motivation & Performance

The following paper represents an in-depth analysis of the causality between motivation and performance of human resources, in organizational contexts. By analyzing the complexity of the two concepts individually, followed by the correlations between the two, the current paper will prove the bidirectionality of this relationship: motivation and performance determining each. Such a proven relationship will bring significant added value to the organizations that are interested to enrich their Human Resources practices, allowing them to strategically plan and target their actions in a manner that will ensure high level of involvement, engagement and active participation of their people. The study becomes both a theoretical and practical foundation of strategic HR management, in terms of how can motivation and performance be instrumented in order to align the individual efforts to the organizational strategy. In terms of methodology, the paper approaches a qualitative method, starting by identifying the elements that determine motivation and the ones that determine performance, including the way they can determine one another. Current paper is therefore an initial study, that could then be valued in further quantitative studies that would collect and interpret statistical data to demonstrate the theoretical hypothesis and model propose