Employee Motivation and Engagement within an Organization - Essay Example

Employee motivation and engagement within an organization Motivation is the process of influencing a person to perform a given task either by use of a positive measure or a negative one. In business, motivation plays the most pivotal role as it affects performance of the set goals. Mangers should understand that, giving employees more than just monetary incentives, will similarly improve their performance and the outcome is that the company will achieve its objectives. Therefore, the importance of motivation from the management is to enable workers sense that they are part of the organization (Levesque, 2008:59). Managers should engage in motivation as it eases unnecessary fears among the employees. Statistics reveal that workers perform poorly under oppression as compared to when motivated. The following script outlines the importance of motivation, relevant theories, and the essence as to why leaders should use the tool (Lauby, 2005:69). Mangers role in employee motivation An employee is one of the most critical factors of production. This is because; they have the duty to carry out all tasks, irrespective of whether machinery or manual operation. The essence is that, no matter the employees competence to a task, shortcomings may arise due to monotony, frustration, and oppression. Managers must try to curb behaviors that tend to mislead the company, and practice behaviors that will gear up progression and prosperity (Kusluvan, 2003:340). Bearing in mind that, every set of human beings does exhibit distinct cultures, managers should observe and tame that culture which favors the company more. Culture comprises of personal beliefs, attributes, needs, and behaviors. On addressing these issues properly, the company pursues its objectives and strategically beats competition. Managers should simply address issues in a friendly way and welcome views from the employees. They should avoid ideologies of drawing attention from the employees that they should recognize them by their positions (Podmorof, 2005:67). Role of leadership and managers An employee will perceive a motivating factor whenever it affects his welfare. Decades ago, managers and leaders experienced the same issues that occur in modern businesses; this led to the development of various theories that can actively apply in solving human related problems in organization. Among them was Abraham Maslow who distinguished human needs in the Maslow’s hierarchy of needs pyramid. The pyramid elaborates needs from the most pressing, those one cannot do without, to those perceived as defining class in the society. The pyramid addresses as; biological and physiological, safety, belongingness and love, esteem, and self-actualization (Bruce, 2006:80). The pyramid describes necessities as biological and social needs. It states that an employee will work to cater for his necessities, which are; air, food, shelter and clothing. It argues that, the reason as to why human beings strive in their daily chores is to ensure that they are able to meet their needs effectively (Levesque, 2008:59). No one can survive without food since hunger is a recurring problem. For example, after feeding, people do not sit back and assume that they have made a solution to hunger eternally. Similarly, shelter poses as a pressing need as all people strive to live in houses to avoid bad weather conditions and enhance privacy. Due to evolution, the modern man finds clothing crucial as it is also ethical and moral to dress-up (Doyle, 2005:180). On achieving all basic needs, human beings will find that they need safety in their lives. Therefore, they seek protection from all societal vices and device security channels that will cover their lives from dangers (Kusluvan, 2003:340). Since all humans may enforce their feelings in handling different threats, the modern man has sort to come up with laws that accommodate all virtues, laying down procedures to handle different problems. There are limits within the society under which one can act in his own capacity (Steven et al, 1998:290). Exercising these limits will ensure that all humans enjoy peaceful co-relations amongst themselves. It is evident that, unless there is a code of adherence, humans will always conflict as each has distinct characters (Griffin, and Moorhead, 2012:190). Thus, the pyramid establishes that, for safety to prevail humans had to come up with a comprehensive protocol that distinguishes the good from bad, proper and improper and fair, and unfair judgment in accordance to what is morally right. The theory comes into coalition with managerial practices on the basis; an employee will work competently to achieve his needs with less concern to existing managerial practices (Hayes, and Ninemeier, 2008:78). Whilst in the society, all people seek to link themselves and sense belongingness. They pursue this to derive affection and appreciation from others through relationships, and relevant groups depended on common views, ideas, and working environments. Therefore, an employee will exhibit practices that will guarantee him job security and existence in the organization after fulfilling his basics. Therefore, one looks upon the management for promotion or adequate remuneration over his performance (Halton, 2009:23). Needs, pursue their status, one after the other, thus on fulfilling the third, crucial objectives of belongingness, love and appreciation, humans seek esteem needs (Gitman, and Mcdaniel, 2009:134). At this point, they seek dominance over their achievements independently. They tend assume other people will appreciate them in accordance to their status and positions in the society or their places of work. Due to ones prospective achievement in the society, he will seek further to derive prestige as far as he remains capable of doing so, thus; he will tend to weigh his capabilities in accordance to his social status over other people (Latham, 2007:58). Difference between leadership and management A leader is a reformist who implements change in the organization, and ensures that there are no perceived threats among the people under his authority. Leaders with good characters will merge all performances accordingly for the best. On the contrary, managers play the role of leaders, but do not make sole decisions incase a problem arises within the organization. Leaders educate and settle scores among individuals, whereas, managers also serve under the command of their leaders. Lastly, Abraham’s theory outlines self-actualization needs at the highest point. These needs are less pressing, and any human can do without. To reach this stage of the hierarchy, one must readily have fulfilled all other needs, as it is the only way to perceive them. The theory states that, people will realize their capabilities at this stage in comparison to their achievements. Similarly, they will seek to fulfill all their needs relatively to their capabilities (Gitman, and Mcdaniel, 2009:134). Since this stage weighs issues on a monetary basis, it is certain that, the upper class of the society seeks for satisfying experiences from the best places irrespective of costs. Managers should seek to coerce this stage to the best of the organization and not egocentric purposes. The essence is that one can only reach this stage after climbing up the ladder through different positions in the organization and ultimately becoming a manager (Kusluvan, 2003:340). Role of managers and leaders in an organization Managers and leaders should exercise healthy relationships in the organization. They should observe employees as keys to success rather than elements to work. Most managers and leaders exhibit authority inappropriately not only to delegate duties but also to reflect their positions. This inflicts fear on employees and they become prone to unnecessary mistakes in delivering of duties. Therefore, it is best of advice for managers to practice friendly ethics in approaching employees, as this will lead to achieving the organizational goals. They can guarantee safety, security, ethical relationships, and adequate remuneration among other motivational factors. This will see a company achieve growth considerably. When organizational leaders show relative concern to employees’ affairs, they will me initiating a key that will guarantee performance. For instance, employees will seek to understand their future in the organization (Crouse, 2005:84). Managers should ensure that workers are certain of enjoying their stay in the organization as far as they carry out obligations to the best of the organization. To affect this aspect, managers should avoid unjust replacement of workers by ensuring that they vest appropriate positions to appropriate workers. At the long run, employees will perceive this as a positive factor and show the best competence (Levesque, 2008:59). A true leader should also show concern the problems that directly affect employees’ welfare and their lives. They should assume themselves to fit in those shoes and thereafter come up with solutions to the employees problems. When managers find solutions to employee problems, chances of prosperity will clearly take a positive dimension, as workers will feel that they are part of the organization. They will endeavor in practices solely to meet the company’s objectives alongside their needs (Gitman, and Mcdaniel, 2009:134). Managers can initiate tactics to avoid monotony in the workplace, and make employees feel as though the environment is freshens up on a daily basis (Heathfield 1). They can make shifts to workers within the organization but to relevant places. Managers can further motivate workers by clearly showing appreciation to jobs well done. They should show loyalty, by remunerating employees in accordance to their work and efforts (Levesque, 2008:128). Organizational leaders can further practice promotions to those who rightfully deserve the positions, as this will increase zeal among other employees as they pursue the best fruits (Levesque, 2008:59). Conclusions and Recommendations At this point, conclusions are that motivation is a valuable item to each business unit worldwide. Managers should practice positive motivation as they relate towards the employees, as this is the only way that a company will meet its strategic plan and competitively stabilize in the market. Employees will engage in the organization’s core business once the leaders practice positive motivation. Emphases are that there are various theories in existence and management should make a choice in accordance to their needs. Recommendations are that, employees should be treated with positivity and be encouraged to undertake functions for the organization (Kusluvan, 2003:340). Bibliography Bruce, A. (2006). How to motivate every employee: 24 proven tactics to spark productivity in the workplace. New York: McGraw-Hill. Crouse, N. (2005). Motivation is an inside job: how to really get your employees to deliver the results you need. New York: iUniverse. Doyle, S. (2005). The manager's pocket guide to motivating employees. Amherst, MA: HRD Press. Gitman, L. J., & Mcdaniel, C. D. (2009). The future of business: the essentials. Mason, OH:South-Western Cenage Learning. Griffin, R. W., & Moorhead, G. (2012). Organizational behavior: managing people and organizations. Mason, OH: South-Western/Cengage Learning. Halton, V. Dent, F. & Rabbetts, J. 2009. Motivation and Employee Engagement in the 21st Century: A Survey of management Views. Available from: http://www.ashridge.org.uk/Website/IC.nsf/wFARATT/Motivation%20and%20Employee%20Engagement%20in%20the%2021st%20Century%3A%20A%20Survey%20of%20management%20Views/$File/Ashridge_Report_Motivation-and-Employee-Engagement-October2009.pdf13 October, 2012. Hayes, D. K., & Ninemeier, J. D. (2008). Human resources management in the hospitality industry. Hoboken, N.J.: John Wiley & Sons. Heathfield, S.M. How Managers Motivate Employees. About.com. Available from: http://humanresources.about.com/od/motivationsucces3/tp/motivating-employees.htm 13 October, 2012. Kusluvan, S. (2003). Managing employee attitudes and behaviors in the tourism and hospitality industry. New York: Nova Science Publishers. Latham, G. P. (2007). Work motivation: history, theory, research, and practice. 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