Research Milestone 2 Psychology homework help

please use the attached documents for assistance


I suggest working some more on the research question as it very broad.  Also, given the constraints of this project (see the project guidelines), you cannot answer this question.

Running head: Topic Selection, Search Terms, and Preliminary Research Question 1

Employee performance is one of the most important factors to a company’s success. Motivational mechanisms improve productivity which leads to higher success in the workplace. No matter the reason, it shows in the employee’s work ethic. On the contrary, if an employee is not motivated, they will display poor performance, hurting its brand. Relational mechanisms are mechanisms that initiate and enhance social interactions in performance measurement. This includes personal contacts, information sharing, mutual support, and teamwork (Juhani et al., 2020). In other words, when employees have everyday social interactions and trust amongst one another, they are more than likely to perform well as a team. Thus, increasing a positive work environment and more employee engagement. I am currently employed with a company I have long desired to work with. I work every day for eight hours, and sometimes longer when needed. I love what I do and what rewards it brings. This is my motivation. However, I work remotely, and most of the time, I am home. I do not particularly care for this because I long for social interaction. I want to investigate further the relationship between motivation mechanism and social interaction and its impact on employees’ work performance.

Preliminary Research Question

How does the relationship between motivation mechanisms and social interaction influence an employees’ work performance?

Search Terms

· Motivational mechanisms

· Relational mechanisms

· Social relationships

· Employee performance


Juhani Ukko, Minna Saunila & Tero Rantala (2020) Connecting relational mechanisms to performance measurement in a digital service supply chain, Production Planning & Control, 31:2-3, 233-244, DOI: 10.1080/09537287.2019.1631466

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