Managing and Developing People - Coursework Example

Human Resource Motivation Statement of the problem. There has been a general concern in the public about the role of incentives and motivation in general. The role of these in any given organization is central to the success or failure of the organization. Introduction Business organizations rely on many resources such as, human resources technology, and raw materials to achieve organizational goals and get things done. However, of all resources at the disposal of an organization, none is as central and important to the success of the organization than the human resources. Human resources are very difficult to manage. Usually, big organizations could have thousands of employees. To manage such a magnitude of employees requires expertise, skill and a deep knowledge of principles of management. Regardless of the size of the organization, human resources are what keep a company moving. This paper discusses the role of motivation in getting work done and especially in increasing employee job performance. Assignment evidence a The following is a report on the factors that affect motivation in an given organization. The report highlights different technique and human resources theory, which different organizations use to give rewards and maintain a well-motivated workforce. This section of the report analyzes the techniques and theories with an aim of evaluating their effectiveness as strategies made to assist the organization in achieving its goals. It is evident that the task of motivating workforce in an organization is not an easy one and requires that organizations evident enormous resources in the process. Cranny, Smith, and Stone, (1992), defines motivation as the process of empowering an individual to continue acting in a certain positive behaviour. Motivation in organizations is aimed at encouraging employees to take initiative in execution of their duties at the work place. Motivated employees exhibit self-drive and desire to willingly perform their tasks in accordance to the organization’s objectives (Cranny, Smith, & Stone, 1992). According to the Maslow’s theory, employees’ behaviour is influenced by wants and desires which unless satisfied, they continue to determine and influence how an employee will act. In a business organization, employees have their needs and wants, which make them to work. However unless their expectations are fulfilled they may under perform or function in less effective manner. Business organizations have come up with different ways of fulfilling human resource needs. The most important of them is the motivation of workers. Unless workers are motivated performance is likely to go down and therefore the organization is likely to face losses. Different organizations have different mechanisms in place for motivating their employees. The most notable motivators in use by most organizations are in form of pay hikes and salary increments. Some organizations have a reward system for excellence in which sterling performance can earn an employee promotion another rewards such as increased responsibilities and benefits such as education and career growth opportunities. Therefore the above factors, money, promotions, benefits are all motivators different companies use to improve performance. Another common form of motivation is performance based pay which links output to income. This has been largely successful especially for wage payments under casual labour schemes (Cranny, Smith, & Stone, 1992). Management has a big role to playing in bringing up a team which beats all the challenges such as cultural differences and work place conflicts in order to get employees to function as teams. Where management plays its roles of motivating employees well, employees are united and functions as a team. This in turn creates a synergetic effect in which the company attains success and utilizes the employees to the maximum. Employee motivation is grounded on the fact that, employees are born with the drive to excel but the potential in human beings does not just come out easily, it has to be exploited (Guite, 1999). This is what calls for motivation of the employees by the management. Therefore, to achieve optimal job performance, employees must have the ability to perform the tasks; this ability is innate and also can be learnt. However the employees cannot achieve optimal use unless they are well motivated (Cranny, Smith, & Stone, 1992). Therefore employee motivation is very crucial and central to the job output of employees. Pay for performance also makes work attractive, to increases performance, as well as protecting the business against the eventuality of poor market performance as well as to reduce the liability of the company. Critics of pay for performance schemes have criticized the system arguing that, it is an organization’s strategy geared at leveraging organization’s risks rather than a motivation effort geared at empowering employees (Guite, 1999). Spector, Fox, , & Van Katwyk, (1999) notes that education, experience, and the nature of training an employee has also plays an important role in job performance. For motivation to be effective, it has to have the right kind of reinforcement and has to be designed in such a way so as to satisfy the employee’s needs. Also of importance is the kind of goals and objectives the management set for the employees, unless the kind of goals and objectives are directly linked to the kind of work, motivation efforts are likely to fail (Guite, 1999). Employees also rank security of their jobs very highly and motivation efforts may fail to bear fruit unless such security concerns are addressed. For example salary increment may not change job performance if the employees perceive that they are likely to be sacked or retrenched from a job. This shows that for motivation to be effective other considerations are necessary. Such considerations include; how secure and safe the employees feel in the job, whether the employees are proud of the work they do, the opportunities available for the employees to progress and advance in their careers, as well as whether the employees feel they are part of the company or are distanced and do not consider themselves important in the organization. Management in most organizations fail in their efforts to get performance improved by only concentrating on factors such as money and failing to appreciate the role of other factors such as security, working environment, prospects for career growth as well as recognition and appreciation in the work place. Fox, and Spector, (1999) cautions management against overemphasizing on payment and overlooking the attitude of employees as an important factor affecting employee performance. Therefore, it is worth noting that, motivation plays an important role in employee motivation, but at the same time all motivation efforts should be put alongside other factors such as providing an enabling environment for the employees and making sure that the employee attitudes are right. Assignment evidence b This section of the report analyses teams with special emphasis how teams function as well as challenges of working in a team. The report brings out benefits and limitations of working in a team as well as the role off leadership in teams. Work load distribution, directing as well as controlling of employees if performed strategically leads to attaining the organizational goals and objectives. The emerging trends in the global economy, stiff competition, increased level of awareness among communities on the role of the organization to the society, the need to maintain best staff as well to attract the best staff calls for new management strategies to deal with the with the emerging trends (Walter, J. (2006). While traditionally managers were seen as the source of wisdom and as knowing every thing, modern practices have tended to involve all staff. There is a wider appreciation of the fact that, even the very junior staffs in terms of rank such as messengers, drivers, and receptionists play a very critical role in organization. It is common knowledge that, stakeholders such as customers and suppliers are more likely to interact with them than they are with the senior management. Modern management has shifted focus from static job situations to encouraging well rounded employees. As a strategic measurement, many organizations currently train their employees to be able to function in more than one department. This helps in situations were there may be heavy work loads in one department in which case staff can be reallocated duties thus saving the organization money in terms of hiring from outside. Another key area in which modern management has adapted to strategic workload redistribution is through the concept of outsourcing. This affords the organization’s staff time to concentrate on the core functions of the organization, saving the organization a lot of money in terms of inventories and additional staff as well as maintenance cost. Strategic work load redistribution has contributed many firms opting for consultancy services so as to receive the best value for money as opposed to employing specialists who continue to draw salaries even when it is evident that their input is not needed. Finally, modern management calls for investment in affordable and modern technology in order to maximize output as well as minimizing cost of production. In a nutshell it is worthy to mention that, strategic workload redistribution could not have come at a more opportune era and only those organizations that adapt progressively to the modern management practices are likely to survive in an increasingly competitive business environment. When I just joined my current research group, I started by working on a difficult project with a postdoctoral fellow. He had been working on it for some time; but had trouble making breakthrough due to various technical difficulties and his engagement in another project. Our advisor asked me to take the lead instead, but it's not easy on my teammate since he was a senior colleague to me and personally initiated this project. He was obstinate and somewhat grumpy. Losing a leading role had brought him less recognition and a sense of failure, and thus a negative mindset. Consequently, working with him was very challenging at the beginning. My colleague did not appreciate the fact that, teams involve pulling together individual talents and strength for the benefit of the group which in a business sense constitutes of organizations or departments within an organization. Therefore, teams enable the individual members to bring into their teams special skills and knowledge, different experience as well as diverse cultural exposure. Teams also allow for a speedy communication process as feedback can be achieved in short periods of time (Cranny, Smith, & Stone, 1992). At the very start of our collaboration, I experienced major challenges from him, including refusal to communicate, complete noncooperation at work, trivialization of my contributions in front of the supervisor and even sabotaging my own job. However such challenges are not unexpected in teams as Mullins, (2005) identifies some potential problems in teams as conflicts which arise due to differences in individual’s way of doing things, poor leadership of the team if especially the mode of communication the team adopts is very centralized. In addition Mullins, (2005) identifies personality differences as another cause of team failure given the fact that individuals may fail to work together if they have major or irreconcilable personality differences. If a team lacks clear focus for its aims and objectives there is always a likelihood that such teams may end up failing to achieve the very goals they were formed to achieve. Therefore the management has a role in team building especially through encouraging collective responsibility amongst team members. Teams cannot function in an environment free from conflicts and therefore the only way to achieve team goals and objectives is by engaging in effective conflict resolution strategies through strengthening of teams. Recognizing the extreme harm of disruption and the importance of a good teamwork to the project's success, I studied the causes of the problems and developed a facilitating strategy to empower our collaboration. My analysis result is that the major reasons of my teammate's negative behaviors were the lack of recognition, prior failure causing passive emotions, mistrust due to my disadvantage in experiences and pressure from the supervisor. In responding, I put much effort in approaching him with acknowledgement of his contribution and creativity in his work and applauded his success from time to time, and hence started building rapport with him and regained his enthusiasm in the project. At the same time, I made sure that I maintained a high quality in my work and exchanged exciting results and ideas with him to earn his respects and approval of my capabilities and performances. Furthermore, I stood side by side with him to share any pressure from the supervisor and push together over downturns in both ours and his own project. Finally I engaged in conflict resolution measures. When conflicts occur, the only available option is to resolve the conflicts as fast as possible and in the best way possible. There are several conflict resolution strategies namely; avoidance, imposition, composition and integrative bargaining (Mullins, 2005). I also engaged in compromise as a conflict resolution method involves members of the team conceding some of their interests for the sake of the interests (Cranny, Smith, & Stone, 1992). Compromise is a very effective conflict resolution strategy in that, it caters for the diverse interests of team members and does not affect personal interests. Where it is embraced, it can lead to motivation and a synergetic effect. As a result of applying such a conflict resolution strategy, I was able to overcome the situation. The danger with relationship conflicts in teams is that, if not well controlled, they turn into a vicious cycle affecting the whole team and can totally paralyze teams hence causing the team to failure to achieve team goals and objectives. In less than one month, I successfully built up a strong bonding collaboration with him by winning over his full respects and support. This relationship proved to be extremely effective and our collaborative brainstorming and constructive teamwork became highly efficient in tackling various research obstacles. By the end of the project, we accomplished a complete set of novel nano-technological methods and achieved a series of experiments with striking scientific findings. Employee training refers to programs aimed at improving skills amongst staff members of an organization (Nilson, 2003). Employee training can take different forms including onsite training or the employee. Joining certified institutions as part time students to study in different courses of their choices. Different companies have different programs for training their employees with some embracing the tuition reimbursement program whereby employees are allowed to pursue further studies. Assignment evidence c This section of the report presents issues about knowledge management with special attention to training process and outcome as well as the process of identifying needs, the training methods and approaches, challenges associated with the training process. It also looks at benefits constrain and the appropriateness of training approaches and evaluation process. Training programs have numerous advantages to the employees as well as the organization’s. Benefits of employee training include, improved production as a result of a highly skilled work force, the employee morale is highly boosted as they view the training as a show of confidence in them by the employees and as a result their motivation is improved. According to Nilson, (2003), several factors can warrant the training for supervisors and managers, such include; to improve performance, as an inbuilt program aimed at staff development, to enable a smooth process of succession planning and especially to avoid recruiting from outside the organization as well as to impart new skills such as customer relations skills, communication skills, ethical skills, cultural diversity as well as work place safety and security skills and training on human rights issues such as gender discrimination, sexual harassment as well as equity. For a training program to be effective, it must bear in mind the needs of the organization so as to make sure that the training is based alongside the business needs of the organization. Therefore, organizations look at training as an investment for which the organization stands to gain in future (Nilson, 2003). In addition the management must spur an interest in the employees so that they may willingly participate in the training process. By cultivating a culture of learning in the staff, the training is likely to meet its objectives. The facilitators of the training programs must be individuals who have the necessary academic credentials and a deep knowledge of the industry. The trainers must also be given the right training materials such as manuals, projectors as well as a friendly environment whereby the learning process may not be distracted (Nilson, 2003). In addition, training for supervisors as well as managers must be an ongoing process given the fact that, new challenges keep on emerging and therefore the organization must constantly prepare employees to meet such challenges by imparting in them, the right skills and knowledge to manage hard situations. The training program for supervisors should mainly focus on issues revolving around issues, which affect employee performance. Therefore, there is a need for employee training programs to include issues surrounding employement law in the United States of America. Such issues which need consideration include; workers’ rights as laid down in the federal and state legislations, as well as discrimination laws. Training and development is the way forward for businesses in this millennium. Training and development of any organization must be appropriate and in line with the strategic fit of the organization. In today’s business environment, businesses are faced by numerous challenges. None of the challenges is as complicated and complex as human resource management. The need for human resource management is a challenge which must be approached with the right strategies. Training of supervisors is done as a response organizational challenges and especially the need for a human resource which will guide the process of achieving business objectives. Therefore, organizations embark on developing training and development policies and practices suitable to its needs. To be creative, it takes well trained staff, men and women who can forecast and remain focused in their duties. However, as (Brown, Bull, & Pendlebury, 1997) notes, for management to perform their duties satisfactorily, they should posses the capability and means. Brown, Bull, and Pendlebury, (1997) notes that, it is not the talent of employees that is important, it is how employees are helped to bring out as well as discover their talents that matters. Training and development should be geared towards making employees realize their full potential. While designing the training program, it is important to bear in mind the fact that, it should draw from the organizational policies in order to make sure that, the programs lead to the acquisition of new knowledge, change in knowledge especially in cases whereby the nature of the training is based on new skills necessary for the production functions which may require the use of new machines or different technology which the employees do not possess (Nilson, 2003). A good training program must be detailed enough to meet the goals and objectives of the industry with clear specifications of the purpose, goals and objectives of the training program. In addition, an effective training program must have specific, measurable, achievable, realistic and time bound objectives in which a clear definition of the goals is given (Nilson, 2003). Assignment evidence d This brief section is aimed at expressing personal opinions in regard to personal skills in as far as management is considered. Personally, I have plans to begin a business where by the target is to develop the organization into a market lead with five years of start. I intend to achieve this by applying the theories learnt in class to real life situations. My ambition to continue onto higher education and complete an MBA and then start my own business one day. Conclusion Employee motivation is very core to the survival of an organization. In an increasingly competitive business world, only organizations who motivate their employees well can survive the fierce business competition currently being experienced in the business world. Motivation is important in job performance, and where employees are well motivated, production is boosted. However there is a need to balance the motivators for over reliance on money or pay as the sole motivator has been found to be ineffective. For management to excel in its efforts of consolidating the work force in order to achieve optimal out put, the consideration of what kind of motivators matter for the employees is very necessary, this can be done by the management conducting surveys or research aimed at establishing employees felt needs. Reference Brown, G. Bull, J. and Pendlebury, M. (1997) Assessing Student Learning in Higher Education. Routledge: London Cranny, C., Smith, P. & Stone, E. (1992), Job Satisfaction. New York: Lexington. Fox, S. & Spector, P. (1999). A model of work frustration-aggression. Journal of Organizational Behavior, 20, 915-931. Guite, T. (1999). Strategic Human Resource Management. 3rd Ed. Macmillan Publishers. London. Spector, P., Fox, S., & Van Katwyk, P. (1999). The role of negative affectivity in employee reactions to job characteristics: Bias effect or substantive effect. Journal of Occupational and Organizational Psychology, 72, Mullins, L. 2005. Management and Organisational Behaviour. 7th Ed. Harlow. Prentice Hall.pp.56-79. Nilson, C., (2003). How to Manage Training: A Guide to Design and Delivery for High Performance. 3rd Ed. New York: Amacom. Walter, J. (2006). Strategic management. Theory: An Integrated Approach. Macmillan Publishing ltd. Read More