DOI: 10.4018/IRMJ.2018100104 Information Resources Management Journal Volume 31 • Issue 4 • October-December 2018 Copyright © 2018, IGI Global. Copying or distributing in print or electronic forms without written permission of IGI Global is prohibited. 59 The Impact of Employee Motivation on Romanian Organizational Performance Ionica Oncioiu, Titu Maiorescu University, Constanta, Romania Marius Petrescu, Valahia University, Targoviste, Romania Mircea Constantin Duică, Valahia University, Targoviste, Romaina Gabriel Croitoru, Valahia University, Targoviste, Romaina ABSTRACT Employee performance evaluation is an essential management practice for any organization, because the progress of employees is of real importance in enhancing the efficiency and development of every organization. The authors propose a model that ties employee motivation to organizational performance. The research objectives were designed to identify strategies that take into account all the factors contributing to quality and superior productivity of labor, in other words, to identify motivation strategies conducive to efficient management. The assessment was conducted through quantitative analysis using a questionnaire. The questionnaire, through the statements contained therein, assessed how public and private organizational performance reflect employee motivation characteristics. KEywORdS Employee Performance, Firm Performance, Motivation, Organizational Performance INTROdUCTION Theory and managerial practice tends to show that the main goal of every organization is to increase performance and so implicity financial results, but in way that is highly complex in meaning (Pfeffer, 2012). For example, organizations in Romania that have had to restructure because of recent economic upheavel must rethink and reconsider what until now seemed taboo: profit and development (Sementelli, 2016). Traditionally, achieving goals has not been been perceived to be acceptable when at the expense of individuals. Increased organizational performance comes about largely because of management. Good leadership can ensure technical, human, informational, financial, organizational, and motivational labor productivity growth through a strategic use of the time at work (Robescu & Iancu, 2016). But we also often find that, in organizations, individual employee objectives are not necessarily aligned with business strategies, and that feedback from supervisors is not easy to measure or understand (Brown & Harvey, 2006). A performance management system for assessing performance and motivating employees identifies weaknesses in human resources management (Cristescu et al., 2013). On the one hand, those who occupy managerial positions often avoid giving positive feedback or holding open conversations with their employees, the actors they expect to see complete the goals set by the organization in all the departments they coordinate (Weiss, 2001). On the other hand, employees often do not share that managers do not know how to communicate the importance of performance, and are not able to guide them how to develop the necessary skills for achieving good performance.