Workplace Motivation

Organizational efforts to improve performance

Most workers require motivation to gain recognition in their tasks and perform maximally. Some workers feel motivated from rewards while others find money as personally motivating. Motivation levels in the workplace have an effect on the productivity of employees. Employees who are excited and motivated in their jobs perform their roles to the best of their capabilities and their production levels increases (Humphrey, Nahrgang & Morgeson, 2007, p. 1). Worker motivation is affected by incentives, recognition, self-motivation, and development of strategies. An incentive is an inspiring effect that is established to produce a behavior and encourage workers to generate quality work.

The firm management applies different forms of incentives to enhance productivity (Latham, 2011, p. 5). Workers incentives include travel benefits, cash, bonuses and paid time off. Incentives produce employee motivation since they ensure that workers strive for higher income. Recognition is an important factor to facilitate employee’s motivation. The majority of workers require recognition from their seniors to increase their production (Paarlberg, Perry, & Hondeghem, 2008, p. 4).

Systems of employee recognition and reward identify produce quality performances. Acknowledging workers when they do well should, therefore, be encouraged (Humphrey, Nahrgang & Morgeson, 2007, p. 3). The management recognizes employees by monitoring progress and giving feedback concerning how they improve over a period. In addition, public recognition is a motivating factor that ensures higher productivity. Besides, self-motivation can play a crucial role in facilitating higher and quality production. Some workers are motivated through a sense of achievement and accomplishment for meeting professional and personal goals (Paarlberg, Perry, & Hondeghem, 2008, p. 4).  The majority of employees are self-motivated and self-disciplined.

Rewards and incentives have minimum influence on workers who feel motivated unless they are confident of their capacity and personally recognize their role within the company (Latham, 2011, p. 6). The use of these forms of rewards helps a person to work productively for better outcomes in their workplaces. Moreover, many managers motivate their workers through implementation of different strategies. Since there are various aspects that influence employees in various ways, workers can use motivation strategies that involve several approaches (Humphrey, Nahrgang & Morgeson, 2007, p. 5). For instance, to inspire employees, who are money motivated, an employer should use a system that gives cash on daily basis that satisfy short-term production objectives.

In order to accomplish a friendly competition, an employer should set a program that facilitates proper competition between them (Latham, 2011, p. 6). In addition, the management may publicly recognize quality performers for a well-done job. Furthermore, performance management plays a crucial role in increasing production of employees (Humphrey, Nahrgang & Morgeson, 2007, p. 7). The performance management programs integrate different approaches that are aimed to motivate a person. Performance management involves the use of strategies that aim to establish a plan of success for a worker at individual level (Latham, 2011, p. 7). In the process, the management and employees collaborate to establish an explicit road map of success.

Employees who can identify an avenue for meeting their career objectives in an organization are more likely to increase their motivation to enhance their productivity at workplaces (Humphrey, Nahrgang & Morgeson, 2007, p. 9). An organization with motivated workers usually has low production and huge turnover rates.

Improving organizational performance

For a firm that intends to remain viable there is a need to safeguard its competitive edge. The firm management should identify the strengths and capacities of their employees in order to utilize the untapped potential such as leadership skills, team-building functions, exercise initiatives and suitable communication skills (Humphrey, Nahrgang & Morgeson, 2007, p. 10). These factors lead to cohesive and effective organization and improve the personal performance levels of employees. In order for effective worker performance in the organization, the management should communicate their expectations and need for individual accountability (Latham, 2011, p. 7). It is very important for an employee to know his or her contribution towards a common objective.

Consequently, it assists workers to understand the value, longevity and success of the firm. In addition, holding regular meetings with staff members helps to monitor the projects, develop new assignments and enhance brainstorming on current and likely problems in the firm (Humphrey, Nahrgang & Morgeson, 2007, p. 12). The management should also hold workers accountable for the roles their assume in the organization as well as the selections they make and deadlines they have chosen to meet. If workers are more engaged in decision, there is a feeling of empowerment that will help them to improve their working productivity (Paarlberg, Perry, & Hondeghem, 2008, p. 6).

Evaluation and monitoring of job performances of workers through documented appraisals is crucial to ensure organizational performances. These offer employees with a report card that is acts to recognize a job well done and areas that require improvement. Moreover, the employer should assess whether training of workers would help them to improve their jobs and help in transition to a new job (Humphrey, Nahrgang & Morgeson, 2007, p. 13). Furthermore, the management should also ensure that workers establish a self-evaluation that permits them to focus on recent achievements, discuss on their challenges in their work and make recommendations on future development tasks and training. As follows, feedback across the year should take place, but not only at particular review periods.

Paarlberg, Perry, & Hondeghem, (2008) argue that full employee’s engagement helps motivate, inspire and assist workers to identify their potential. Moreover, focusing on positive actions and traits in the workplaces not only helps to enhance workers performances but also assists to develop their morale position (Paarlberg, Perry, & Hondeghem, 2008, p. 5).

Additionally, performances can be improved through creation and administration of consistent and fair system of recognizing merits. Every position in the organizational framework should be acknowledged and appreciated as a good job. A progressive culture of the firm is one that rewards dedication, performances and initiatives via compliments, benefits, promotions, bonuses and certificates on merits (Humphrey, Nahrgang & Morgeson, 2007, p. 13). Besides, coaching and mentoring plays a crucial role in showing that the employer is determined to assist workers in order to accomplish the highest potential by giving them advice on how to improve their careers (Latham, 2011, p. 9).

Leading an example may also help enhance their performance of the business. Regarding to this fact, employers, who engage in dynamic respect of special talents, listening of their staff problems or insights impart confidence (Latham, 2011, p. 11). Furthermore, they are able to monitor how and when it is effective to delegate tasks and produce higher results as compared to an egotistical leader, who believes that they are better than anyone else is. Successful businesses have a culture of holding managers accountable for their problems at workplace in order to nurture a truthful and healthy workplace (Paarlberg, Perry, & Hondeghem, 2008, p. 7). It is very important to discuss any gossip before they spread to crucial stakeholders and prevent firm from improving.

Effective methods of overcoming resistance to business

In some cases, the organization faces resistance from employees on its attempts to increase production. Therefore, the firm must make timely changes in procedures in order to ensure flexibility and safeguards its competitive advantage. The management can apply strategies that assist their employees to adjust to any new policy or changes (Latham, 2011, p. 15). These effective strategies include education, employee engagement and involving resistance leaders in meetings.

In implementation of organizational changes, the firm engages the most vocal resistors (Humphrey, Nahrgang & Morgeson, 2007, p. 14). These leaders have influence over other workers, hence, engaging them helps to overcome resistance that could negatively affect the level of production. Communication and education can assist workers to know the need for change (Paarlberg, Perry, & Hondeghem, 2008, p. 5). Prior to the inception of a project, the management should provide communication and education.

As follows, it helps to respond to all questions and offer an avenue where workers could voice their opinions (Paarlberg, Perry, & Hondeghem, 2008, p. 8). In addition to that, it assists to remove the fear that leads to opposition. Furthermore, workers engaged in implementation and development of new policies to increase production may less likely resist it. The firm can apply a team approach to establish changes to prevent resistance and understand the employee’s perspectives in new changes (Latham, 2011, p. 25). Workers who are directly influenced by changes should be included in team.

The management’s philosophy of motivation

Management philosophy can establish the basis for a positive work environment and approach to motivation to a manager. The manners in which a supervisor communicates and views an employee influence their behaviors. There are two theories about motivation by McGregor and Maslow philosophies of motivation. These theories suggest how managers should treat their workers (Humphrey, Nahrgang & Morgeson, 2007, p. 16). They posit that if they treat their juniors in the right manner, they will increase their production.  There are various theories that attempt to discuss the way how employees are motivated and offer suggestion on how to improve employee’s motivation at workplaces. Some of these theories include theory X and theory Y and hierarchy of needs theory (Paarlberg, Perry, & Hondeghem, 2008, p. 6).

The theories X and Y as proposed by McGregor is associated with workers motivation and management. The theories categorize workers into two groups. According to the theory X employees avoid responsibilities and are likely to dislike work (Latham, 2011, p. 25). Therefore, the theory suggested that to motivate workers, the management should execute harsh rules and punishments. However, the theory Y posits that workers enjoy working at a workplace when they have control (Humphrey, Nahrgang & Morgeson, 2007, p. 17). Therefore, the management should create chances for workers to take roles and improve their innovations as a means of motivating workers in the theory Y.

Hierarchy of needs theory includes five stages that influence motivation styles in business. To motivate workers, a firm should go up the pyramid of needs for all the needs of the workers to be met. At the lowest level of the pyramid, there are physiological needs such as shelter, food and sleep (Latham, 2011, p. 29). At the second stage of the pyramid there are safety needs, while at the third stage is a sense of belonging. At the top two levels of the pyramid, there are self-actualization and esteem.

Successful business concentrates on top two levels in the hierarchy. Therefore, they provide workers with appropriate opportunities and recognition, because they feel that they are doing an important job (Paarlberg, Perry, & Hondeghem, 2008, p. 10). In addition, it also helps to improve their potential in the firm. In this regard, the firm should consider using the theory Y and Maslow’s hierarchy of needs in order to improve their employee motivation (Latham, 2011, p. 24). Ultimately, they will be in a position to increase production and increase productivity.

References

Humphrey, S. E., Nahrgang, J. D., & Morgeson, F. P. (2007). Integrating motivational, social, and contextual work design features: a meta-analytic summary and theoretical extension of the work design literature. Journal of Applied Psychology, 92(5), 1332.

Latham, G. P. (2011). Work motivation: History, theory, research, and practice. Sage publications.

Paarlberg, L. E., Perry, J. L., & Hondeghem, A. (2008). From theory to practice: Strategies for applying public service motivation. Motivation in public management: The call of public service, 268-293.