Operational Motivation Plan
This plan incorporates many aspects of motivation. It looks to some
motivational theories described by Robbins as well as the opinions
discussed in other articles. Robbins (2001) said that managers get
things done through other people. They make decisions, allocate
resources, and direct the activities of others to attain goals.
Highlighting the positive elements will provide an excellent basis
for management objectives, as well as the profile of the organization.
The most difficult job that faces a supervisor is learning how to
effectively motivate and keep his/her employees motivated. The
average person when asked how to motivate someone will tell you what
motivates him or her. Unfortunately, everyone is different and what
motivates one employee may only make another employee angry. The
method we use to motivate each employee must be tailored to the
individual employee. We must offer them something they value as an
incentive to work towards a goal. One size does not fit all when it
comes to motivation.
Motivation should be built into the performance management system
where supervisors will have the opportunity to communicate and
motivate staff on their performances. Supervisors may adopt the
following ways to motivate their staff:
* Discuss with staff from time to time especially at the beginning
of the appraisal period and during performance review meetings,
what their work goals and targets are and how they should be
accomplished.
* Provide feedback on what the staff has done well and where
improvement could be made.
* Encourage staff to express their vie...
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...werment culture will create an
environment where every member of the organizational structure has an
input and the output of the organization will be innovative ensuring
delivery of outputs to the highest standards. Equitable pay has a
part to play in the implementation of this plan. However,
organizations can motivate staff with commitment to their staff in the
performance of their jobs. Staff deserves fair pay and they deserve
to be motivated by managers who have the farsightedness to trust,
delegate to and include their staff members in the decision making
process. It can be seen, that motivation is the key even when fiscal
incentives are not available.
References
Robins, S.P. (2001). Organizational behavior [University of Phoenix
Custom Edition].
New Jersey: Pearson Custom Publishing.
It is imperative for supervisors to focus on what is required in order for his/her employees to accomplish their job. They must be supportive of their employees and provide continual feedback on their job performance .Supervisor need to include their employees when making changes that effect they way they perform their jobs or finding new way to do things that were problematic. Supervisors should give their employees more responsibly to make them feel more valued and powerful. There is also a major need for promotion, pay increase and compensation system (educational reimbursement, vacation incentives etc.
Motivation comes in many forms such as money, benefits, or simple recognition within. Motivation also leads to higher productivity and profit and that is what we are all looking for in business. The key to unlocking peak performance from your work force is the concept of human motivation. In addition, the key to motivation revolves around one fundamental principle: "What's in it for me?" (WIIFM). We have all been socialized to believe that only "selfish" people consider "What's in store for me." When in reality all people are motivated first by self-interest. The word selfish is used as a negative label for someone's perceived behavior. Understanding the concept of self-interest is perhaps the only way we will understand our need to achieve.
We have summarized our recommendations for WRO management in the form of an action plan management should implement over the next two months. The action items address what we have identified as the three main root causes of low employee motivation within the WRO. Implementation of these action items will neutralize the root causes, therefore decreasing the occurrence of their related symptoms, and will drastically improve the overall problem of low employee motivation.
Motivation is therefore the force that transforms and uplifts people to be productive and perform in their jobs. Maximising an employee's motivation is necessary and vital to successfully accomplish the organisation's objectives and targets. However this is a considerable challenge to any organisation's managers, due to the complexity of motivation and the fact that there is no ready made solution or an answer to what motivates people to work well (Mullins, 2002).
In this theory the supervisors come with a positive and optimistic opinion about their employees and they use a localized, participative management style. Individuals are given greater responsibility, and supervisors urge them to build up their skills and propose enhancements. Evaluations are consistent, they are utilized to motivate open correspondence as opposed to control staff. (Brody & Nair, 2014, pp. 131-132) b) McClelland's theory of needs clarifies the procedure of motivation by separating what and how needs are and how they must be approached.
Robbins and Judge define motivation by means of three elements. The first element is defined as being the process that account for an individual’s intensity which is concerned with how hard a person tries. The second element is direction that benefits the organization and the third element is persistence which is a measure of how long a person can maintain effort. Motivation is also driven by certain situations that vary between individuals and within individuals, at different times. (Robbins & Judge, 2007, p.186) These elements should not only be expected from employees but from managers as well.
Motivation is an important concept which is critical for understanding of and improvement in organizational behaviour and performance. It is therefore important for the managers to understand motivation. It is an important tool which they can use to get more out of their employees and increase organizational performance. Motivation can be defined as the factors, both internal as well as external which arouse in individuals the desire and commitment for a job (Mele, 2005, p. 15). Organizational performance on the other hand refers to the degree to which the organizational objectives have been achieved.
Once plans have been developed, an organization must address how management will be accomplishing be those plans. This involves operational plans that must flow from strategy; specify resource, time issues, and commitment of human resources. Operational plans at the lower - levels of the organization, have a shorter time horizon, and are narrower in scope (Bateman, Snell 2003 p.113). A good example of this is Wal-Mart's main strategic goal. It is to provide quality merchandise at an affordable low cost to consumers. Its operational goals focus on efficient logistics requiring technology and inventory management systems to help reduce costs so it can be passed on to the customer. Operational plans are derived from a tactical plan and are aimed at achieving one or more operational goals (Bateman, Snell 2003 p.113).
Employee motivation has always been a central problem in the workplace, and, as an individual in a supervisory position, it becomes one’s duty to understand and institute systems that ensure the proper motivation of your subordinates. Proper motivation of employees can ensure high productivity and successful workflow, while low worker motivation can result in absenteeism, decreased productivity rates, and turnover. A large body of research has been produced regarding motivation, and much of this research is applicable to the workplace. Due to the nature of man, motivation varies from individual to individual, and, because of this, there is no one system that is the best for ensuring worker motivation in every organizational situation, and, as a product, many theories have been created to outline what drives people to satisfactorily complete their work tasks. Throughout the course of this document, the three main types of these motivational theories will be outlined and examples of each, as well as how these theories can be used to further strengthen and sustain worker motivation....
The job of a manager in the workplace is to get things done through employees. To do this the manager should be able to motivate employees. But that’s easier said than done! Motivation practice and theory are difficult subject, touching on several disciplines.
Motivation is the force that transforms and uplifts people to be productive and perform in their jobs. Maximizing employee’s motivation is a necessary and vital to successfully accomplish the organization’s targets and objectives. However, this is a considerable challenge to any organizations managers, due to the complexity of motivation and the fact that, there is no ready made solution or an answer to what motivates people to work well (Mullins,2002).
Dwight D. Eisenhower once said, “Motivation is the art of getting people to do what you want them to do because they want to do it.” Studies have found that high employee motivation goes hand in hand with strong organizational performance and profits. Therefore, managers are given the responsibility of finding the right combination of motivational techniques and rewards to satisfy employees’ needs and encourage great work performance. This becomes a bit more challenging as employees’ needs change from one generation to another. Three of the biggest challenges a manager faces in motivating employees today are the economy and threats to job security, technological advances, and company cultures that primarily focus on the bottom line.
Motivation is best defined as the needs, wants, and beliefs that drive an individual. It is the basis of what people work for and keeps them doing things they otherwise would never do. People act in a whole new manner when they are motivated by something. Motivation gives them a whole new perception of the task at hand. Motivation is not always positive though, and it does not always just come from one place, for example, your boss. Motivation can be negative by not receiving something, and contrary to popular belief it is not always money that motivates people to do what they do. People have different needs, wants, and desires and the finding what is most important to those individuals is the key to motivation. People and companies have used countless techniques and approaches to motivate others and employees, but what works for one person does not necessarily work for the other.
An important part of the retention of staff, reducing staff turnover and minimising absenteeism at work is ensuring that staff are properly motivated. This is not as easy as it sounds. At first glance, you might be tempted to think that merely increasing wages is the way to motivate! Not so. Most thinkers on the subject would argue that motivation is a far more complex issue than merely 'money'.
Motivation, as defined in class, is the energy and commitment a person is prepared to dedicate to a task. In most of organisations, motivation is one of the most troublesome problems. Motivation is about the intensity, direction and persistence of reaching a goal. During the class, we have learned a substantial theories of motivation and many theories of motivations are used in real business. Each theory seems to have different basic values. But, they all have been analysed for one reason, recognising what motivates and increases the performance of employees. Ident...