The Motivation to Work and Organisational Commitment - Assignment Example

 The Motivation to Work and Organisational Commitment Introduction Because of today’s growing presence of internationally-focused businesses, such as the conglomerate hotel industry having locations across the globe, it is becoming important to identify how leaders and managers use modern theories of motivation, job design and organisational commitment in order to build a more high-performing business. Most tourism-related industries rely on consumer revenues in order to build profitability and meet financial expectations, therefore it becomes quite important to provide quality customer service and offer a superior business product in the process. It is only through the efforts of a dedicated and motivated staff that a business truly finds success in a difficult, internationally-competitive business environment. Therefore, the focus of this assessment is on the employee and how the domestic and foreign business leader utilises theory of job design, motivation and organisational commitment in order to drive company or industry success. Sometimes, a business is marketing-focused, meaning that employees are considered to be vital resources to creating a positive brand image for customers and must therefore have an adequate job design and incentive for quality work. Other business are product focused, such as with the manufacturing industry, in which employees are considered human capital as a means of providing a superior product through research and development, the manufacturing line, or other business support functions such as accounting. In environments where employees are considered to be key resources to profit and long-term competitive advantage, understanding how to design quality jobs and motivate employees can build this organisational commitment necessary for internal staff unity. This assessment measures to what extent theories of job design, motivation and organisational commitment contribute to helping managers coordinate staff effectively. How these theories are put into practice in other countries will also be highlighted in order to consider the international perspective of business and the employee. Organisational commitment It is important, first, to identify different theories of organisational commitment, as building employee loyalty and trust appear to be some of the most primary and fundamental aspects of managing employees. In Taiwan, a recent study using data collected from 376 technology industries indicated that leadership style was greatly related to the level of organisational commitment in employee populations (Chih and Lin, 2009). It was further discovered that transformational leadership was the most preferred leadership style in order to gain employee loyalty to the business (Chich and Lin). This type of leadership style is more people-focused and flexible in terms of internal policy-making and the softer point of view in terms of how important the business values relationships with subordinates. In order to gain organisational commitment in Taiwan, it would be necessary to use a more human resources-focused type of leadership where employees are encouraged and developed to succeed. This type of business model would provide the necessary training to managers to ensure that they understand the cultural and personal values of their employees and use modern psychological theories to build belonging and a positive social environment. The method by which managers interact with employees would be the focus of this business model. The theory that leadership style is the most important aspect of gaining organisational commitment provides opportunities for innovation in management and gives greater flexibility toward meeting the needs of a diverse population of employees. Managers can create adaptable internal policies and activities which remain focused on satisfying employee social and psychological needs, strengthening internal relationships between managers and employees in the process. Thus, to a large extent, this theory of organisational commitment helps managers to lead much more effectively because the focus in on the employee and satisfying their inherent social and psychological needs. The end result would be a more satisfied employee willing to provide superior effort to the business. Though the model where leadership style is always a focus for gaining organisational commitment might only be relevant to Taiwan, due to international cultural differences, it still provides an effective method for managers to build a content workforce. Another recent study which investigated the attitudes and beliefs of 231 Chinese workers in the telecommunications industry revealed that career commitment was strongly linked to turnover intention, the intention to seek other employment (Zhou, Long and Wang, 2009). Career commitment involves the level to which a business will offer employees opportunities for advancement or the provision of leadership training which promises employees future management positions upon completion of an extended training programme. In China, at least in the telecommunications industry, this is strong evidence that employees will continuously leave a company in favour of another if there is no commitment to advancement within the business. Thus, this type of business model would need to include training packages and incentives for promotions in order to gain long-term organisational commitment, not necessarily an inexpensive business activity and one which is likely labour-intensive from the line manager viewpoint. The theory that employees in China should be given career opportunities within certain business segments is highly important for today’s managers and this can effectively assist them in managing employees. It is understood that many Chinese workers are driven by career ambitions and need to find these opportunities in order to remain with a company long-term. Therefore, the manager requires examination of existing training and development programmes and should be consistently reinforcing that advancement can be achieved so that employees will continue to give the business better and more positive job performance. Without the knowledge provided by the career commitment theory, managers would likely continue to have problems with employee turnover in this particular sector. Matthew and Ogbonna (2009) describe the results of another study which measured organisational culture in India and its relationship to organisational commitment. It was discovered that Indian managers are strongly risk avoidant and tend to make decisions which are not carefully conceived and analysed for threat. This can lead to decision-making which does not provide employees ample opportunities to offer innovative and flexible business solutions, thus affecting their motivational levels. The theory that risk avoidance can impact organisational commitment is interesting, especially for the Indian manager. There is a cultural aspect which exists in India where the assumption of risk is not generally considered to be an acceptable business practice (Mathis and Jackson, 2005). However, at the same time, there is a growing trend toward individualism in employees in India who are adopting many Western values (Mathis and Jackson). This could potentially create problems with employees who want to be valued as contributors to problem-solving but find their solutions being over-analysed for perceived risk and potentially rejected due to the high uncertainty avoidance present in manager mindsets. A service-focused business, such as the hotel industry, might find that manager/employee relationships are negatively affected, thus impacting employees’ willingness to provide superior customer service or their motivation to perform to company expectations. It would be very effective for today’s managers, especially those in India, to understand the cultural values which drive employees to remain loyal to the business. It would provide managers with the type of training programmes necessary to examine their risk-adoption philosophies and the level to which decisions are over-analysed for perceived threat. Understanding that employees prefer a more individualistic contribution and the desire to provide innovative solutions could alter the behaviours of managers to illustrate to employees that the business is willing to take a proverbial chance by accepting a variety of employee insights or problem-solving ideas. This type of business model would be very effective in building better organisational commitment, at least in this particular region. Cennamo and Gardner (2008) discovered through a study targeting 504 New Zealand employees from a wide range of industries, that status was strongly linked to organisational commitment. This created a recommended business model where employees were given designated titles, even at the lowest level, in order to satisfy their needs for job titles and the prestige which came along with their new role identities. This would represent a cultural aspect of the New Zealand employee which closely links their perceptions of job status with their sociological and psychological needs. In one industry, the employee title was transformed from customer service representative to client support technician, thus somewhat pumping up the job title to sound more sophisticated and glamorous. This type of business model provides managers with opportunities to use low-cost status marketing in order to build employee commitment and could, potentially, be a recommended model for any country where job status is strongly linked with personal needs and sociological beliefs. Businesses often look for methods to reduce costs and increase profitability and status marketing as part of the manager programme, as a means to build organisational commitment, satisfies this strategic goal. If employees will be willing to remain long-term with the company, simply by revamping and readjusting job titles, this could reduce costs of recruitment and selection by minimising turnover costs. At the same time, managers can strengthen relationships by periodically adjusting job titles to make it appear that employees have been promoted or had their jobs redesigned with new skills and talents. Giving them this new flexibility to spotlight their many job titles within the company on future resumes may provide employees with the sense of security they desire, as described by Abraham Maslow’s Hierarchy of Needs in the domain of human psychology (Weiten and Lloyd, 2005). Security is one of the fundamental needs in this hierarchy and must be met in order for employees to reach the pinnacle of their personal commitment to success (Weiten and Lloyd). Results of a 2005 survey revealed that Australian employees often consider ethics to be the largest factor contributing to their willingness to provide superior organisational commitment (English, 2008). There is much focus today on business ethics which is apparent in a wide variety of different media mediums, with case studies being presented on companies such as Enron. The theory that ethics and the strong promotion of ethical behaviour can impact Australian employee commitment is of considerable interest to many of today’s managers. This could provide managers with the opportunity to provide more low-cost internal marketing to create a complete and detailed ethics policy along with an ethical mission statement which is reinforced within the employee population. From a competitive angle, managers can also use this type of ethical literature externally to promote better public relations coverage and improve the business’ brand image. If Australians are devoted to higher organisational commitment through ethical presentation and promotion, this ethics theory allows managers to spotlight their firm support for ethical behaviour and reinforce these beliefs to market ethical stakeholder relationships. It is likely that an outcome would also be a more effective, unified organisation. Also related to ethics, Gbadamosi, Ndaba and Oni (2007) offer the results of a study designed to measure the instances of charlatan behaviour in the business world and its connection to variables such as trust, turnover intention and organisational commitment. Charlatan behaviour is classified as fraudulent or con artist within the organisational context, such as reporting incorrect earnings or embezzlement of company funds (as two relevant examples). It was found that trust in management was a significant predictor of charlatan behaviour in employees. This study measuring charlatan behaviour was discussed as it represents a risk to today’s managers when creating the appropriate model to manage employees. Building trust was identified as an important factor for some employees in guaranteeing organisational commitment, however implicit trust would seem to lead some employees to follow management guidelines which might be perceived as unethical due to their high loyalty for their manager. Managers should be aware that maintaining a certain power distance could be beneficial in areas of risk management. The theory that high trust in management can create the potential for charlatan behaviour gives the manager an advantage in regulating the professional relationship between leader and subordinate. A study of 428 Taiwanese employees in 61 different hotels uncovered that social interaction increases job satisfaction, which in turn leads to higher levels of organisational commitment (Yang, 2008). Social interaction is measured by the volume of interpersonal relationships between peers and managers during actual work times. This means that in hotels in Taiwan, the most effective management model would be structuring the business with a strong focus on social belonging in order to maximise productivity, another level on Maslow’s Hierarchy. When management understands the psychological drives of their employees, such as with Taiwan’s workforce population valuing interpersonal relationships, they are able to develop better job designs and also strengthen unity among staff members. Peer relationships, especially in the hotel industry, will be visible to travellers and could create a negative consumer perception of the company and its brand. This would be especially true for hotels which are multi-national and have multiple brand locations all over the world. A negative experience in a single hotel company might lead to a negative perception of the entire brand of hotels, which could impact profitability. Word-of-mouth is still a very important part of consumer marketing in the hotel industry (Boone, 2007), thus internal relationships should be cohesive and designed to meet Taiwan employee sociological needs. The relationship theory provides managers with the ability to recognise that Taiwan employees will be most satisfied with strong peer and leader relationships and adapt the internal culture to be more diverse in this area. Peer workshops, peer forums, or even dual work teams could be developed as low-cost methods to boost organisational commitment and to structure a more efficient internal organisational hierarchy in the process. Van Vuuren and De Jong (2008) offer the results of a domestic study which identified that some employees are driven to higher levels of organisational commitment when their employer contributes highly to their self-worth and self-efficiency, in relation to autonomy. This led to a new management model where employees are given a total 360 degree feedback system which identified routine business strengths and weaknesses so that their self-concept was positively affected. Such a system relies on feedback from peers, superiors and even customers and is presented to the employee as a measure of their overall job performance (Mathis and Jackson). Bambacas and Patrickson (2008) offer another domestic study which identified that leadership trust was one of the most important predictors of employee commitment to the organisation. Trust is measured by relationship between manager and employee. This study also identified the importance of the relationship between positive and effective interpersonal communication between the HR manager and the traditional line manager. This led to the development of a business model where managers are more interactive with the HR division at the interpersonal level and training packages which focus on clarity and frequency of messages between different management colleagues. The relationships between different management peers would have tremendous advantages under this theory as it would provide a framework for routine line and HR management discussions to create a more effective employee-focused organisation. Instead of the HR manager being both the policy-maker and the regulator of the HR function, the line manager can take a more interactive role and provide day-to-day insights into individual employee performance. This might assist both managers in faster-identifying employees who require more training and those which are top-performers, instead of evaluating on an annual basis. This type of management model somewhat decentralises the HR function and makes it a focus among different levels of management. In real-world practice, understanding the needs of colleague HR managers can create more of a teamwork approach to managing employees and identifying any deficiencies related to policy or process. Job design Chand and Katou (2007) offer the results of a study in the Indian hotel industry which consisted of 439 hotel participants and a qualitative questionnaire measuring 27 different human resources best practices. Overall positive hotel performance (such as profit and product success) was directly linked with job design and the nature by which individual jobs were structured to satisfy employee needs. The Indian culture is very collectivist (Mathis and Jackson, 2005), meaning that managers and employees alike tend to make decisions based on the majority opinion from both a professional and sociological level. In the Indian hotel industry, it is not likely that a job design which puts employees in positions where group activities or teamworking are not part of the structure will be successful. Therefore, in India, in order to satisfy the collectivist culture beliefs, a job design should include interdependent job roles which promote the ability to interact with other employees would be a logical model for job design. In Sweden, a recent study identified that job design and the specific routine of the job role strongly impacted learning processes for individual employees (Lantz and Brav, 2007). In a Swedish organisation which puts significant emphasis on learning as part of a knowledge management focus, this would mean that job design would be extremely important if employees are not receptive to training due to an existing job design which does not fill their personal or motivational needs. In an environment where training is a focus and a strong need in order to have the business be successful, “it is crucial to create a job design that puts challenging demands on the group if group processes are to be characterised by learning” (Lantz and Brav, 2007, p.270). Offering challenges would be a quality model for human resources and line managers in Sweden in order to break up the routine of the job. New experiences, new opportunities or even new training on different software systems can be developed in order to provide the challenge and reduce employee perceptions of mundane or routine job design. Recognising that employees in this region are strongly affected by the whether or not their job design is considered to be routine or flexible gives today’s managers many advantages. Once again, in an era where cost-cutting in multiple areas is commonplace, offering a job new challenge satisfies budget expectations in the management role. Giving employees opportunities to train on new technologies or expand their job roles would not require hiring future specialist employees in the event of a lost employee. Cross-training employees can give the business an advantage in payroll or allow the manager to eventually consolidate job roles due to increased employee skill levels in their divisions. Motivation Lack of fairness is cited as a catalyst for lowered employee morale and motivation (Adair and Thomas, 2004). Another management expert clearly offers, “You can’t motivate other people. You can only influence what they’re motivated to do” (Bruce and Pepitone, 1999, p.14). This would tend to suggest that the leader’s own personal actions in the workplace and how they are perceived by employees in relation to being fair would be the largest motivational tool. Fairness can be measured by the perceived equality of individual rewards or in terms of career promises delivered to high-performing employees (amongst many other business scenarios). A business which develops a fairness model in relation to management would likely examine the rewards systems and create more diverse coaching and development programmes to provide equal opportunities for entire employee populations. To a large extent, developing a fairness management model could help managers create a more balanced internal culture which principles of diversity and opportunity are not only discussed but they are actually part of management actions. In Japan, another recent study identified that women employees, who represent the minority workforce group in this region, tend to build their motivation based on extrinsic factors, such as job design or work environment (Worthley, MacNab, Brislin, Ito and Rose, 2009). This has led to the creation of a more gender-focused management model in which managers use different leadership principles on men, who value intrinsic issues such as status perceptions, and their female workforces. “There has never been a more important time to prioritize diversity” in order to better motivate employees to perform (Williams-Gardener, 2009, p.16). The theory that female Japanese workers are motivated to perform based on job design and the work environment gives businesses opportunities to place these workers in areas which would be more fitting to their psychological profiles. Whilst, at the same time, male workers could be motivated by taking part in management training programmes to improve business status. The largest advantage would be a gender-focused manager with the ability to diversify his/her approach to the Japanese worker. Baldonado and Spangenburg (2009) offer strategies to help managers boost motivation with a target focus on Generation Y employees, the 20-something generation. It is suggested that these younger workers can benefit from programmes such as employee of the month, a low-cost method of motivating employees. This type of management policy would appeal to the younger employees’ psychological needs in relation to being publicly identified for their contributions to the business. Isolating top performers apparently gives this Generation Y worker a sense of belonging and prestige. A business which developed this type of model, where workers are recognised consistently, would help managers to manage effectively and also strengthen internal peer relationships. It could even create a competitive environment where workers not only excel in their individual job functions for the sake of the business, but to outperform other peers and receive their public reward. A more dedicated workforce would be the likely outcome. A study in Norway involving over 2,000 employees identified that job autonomy and task interdependence were large predictors for increased motivation (Kuvaas, 2009). This gave managers the self-determination theory model which suggests that workers are motivated to perform by a blend of intrinsic aspects and also their individual thirst for independent work environments. The study results offered recommendations to today’s managers to “pay more attention to autonomy-supportive work environments” (Kuvaas, 2009, p.39). In Norway, task interdependence and job autonomy are important characteristics for workers and they appear to expect managers to create more flexible job designs which offer these opportunities for non-group project work. Studies such as these and models such as the self-determination theory model give managers insights into what actually drives employee motivations, at the cultural level, in order to increase job satisfaction. In other nations, employees might not value independent work, however in Norway, this could be valuable to expatriate managers (such as from the United Kingdom) who require information about employees in this region. The self-determination theory would seem to provide useful job design options in any business region where autonomy is a relevant social demand. Performance pay has also been linked with increased employee motivation (Green and Heywood, 2008). This has led to the performance management model which identifies specific company goals or targets, assess individual performance toward meeting these goals, and creates a feedback system which measures the level of annual compensatory reward deserved. Employee Benefits (2008) offers that rewards have to be personally relevant to the employee and valued in order to enhance motivation. Financial benefits are universal reward schemes as they satisfy many of the physiological needs of employees, the most fundamental level of motivation on Maslow’s aforementioned Hierarchy of Needs. The theory that compensation can bring enhanced motivation to perform has provided many benefits to managers across the world and competitive advantage as well. It creates the incentive to meet targets or goals for the receipt of higher compensation. Cultural incompatibility, the inability to work effectively with multiple members of different sociological or geographical backgrounds, is cited as one of the largest catalysts for poor motivation to perform in Brazil, based on the results of a recent study (De Hilal, Wetzel and Ferreira, 2009). Cultural incompatibility represents another need to focus on diversity, by developing a diversity or cultural management model which embraces training and development on cultural awareness. Brazil is considered to be an emerging market and these are substantial in the growth process of the global economy (Hilal et al). This means that Brazilian business managers will be working with multi-cultural business clients and representatives and must come to understand what drives relationships between cross-cultural groups in order to help Brazil become a major player in the global marketplace. Adopting a diversity-focused model, which is implemented with a top-down philosophy, gives Brazilian managers opportunities to better develop internal employees to become more interactive with global business and global expectations for professionalism. Discussion of theory and approaches A recent survey targeting employees in the United Kingdom identified that 59 percent of employees in the 31-35 year old age group felt “undervalued, unfulfilled and demotivated” in their organisations (Brearley, 2008, p.20). This would point toward the majority of domestic employees feeling generally dissatisfied with their workplaces, a social trend within this age group. This would represent a workforce group which already maintains negative perceptions of the workplace and might be significantly difficult to motivate. In the real-world, managers have to consider the realities of cultural aspects in certain worker groups and determine the most logical course of action to boost motivation or increase organisational commitment. An already-demotivated workforce group might create difficulty in implementing certain management models without first understanding what is at the root of these poor performance ideals. Despite this, many of the available theories to motivate workers can give the manager better insight into employee values and beliefs when testing whether employees will accept the different management models. The end result would be a diversified manager who understands workplace psychology through experience rather than through theory. Culture is an extremely important aspect when determining the most effective management model to use, which is reinforced by a recent study which measured Brazilian hotel employees and the impact of culture on motivation and performance. It was determined that culture strongly influences Brazilian employee job satisfaction in this industry (Sledge, Miles and Coppage, 2008). Once again, an expatriate manager from the United Kingdom, sent on assignment to manage a new hotel in Brazil, would be exposed to many cultural phenomena which is out of this manager’s experience domestically. This manager would need to recognise whether performance pay could be utilised to boost motivation or whether a more trusting, interpersonal relationship between staff and manager are most desired by the workforce. Culture seems to be a very large part of whether a motivational or commitment model will be effective, even as well as in job design in certain countries, thus it seems to be a requirement on virtually any management model for managers to consider in order to be effective leaders or coaches. Cultural incompatibility was previously identified as being an issue in Brazil with certain employee segments, and was strongly affecting total business productivity and success. Failure to recognise culture as a component to management success would be a limitation and should therefore be considered primary on the manager’s leader agenda and with any motivational tool designed. “Employers often underestimate the value of training” (Rogerson, 2008, p.72). Training was identified previously, also, as being an aspect of both job design and for improving organisational commitment. It was proposed as part of cross-training to remove employee perceptions of mundane or routine work. If training is being underestimated and is not being given the focus it requires, or the financial investment, in multiple industries across the world, adopting a management model which maintains a training-focused environment might be difficult to develop. If businesses today are not valuing the competitive advantage and cultural advantages which can be offered by employee (or manager) training, managers may have a difficult time attempting to appeal to senior leaders to allocate the resources necessary for a more intensive training package. This is a real-world scenario which could impact the implementation and monitoring of any motivational or commitment-minded management model where training is a focus. Gibb (2001) offers that two of the largest issues in today’s human resources are recruitment and retention. A poor motivational environment can lead to significant staff turnover and the costs associated with recruitment and retention could be substantial for a business which has been unable to adopt a management model which has been successful for meeting employee needs. It was identified previously that some management models utilise an appeal to self-worth and employee self-value by using a more psychologically-focused management approach. These would seem to be fundamental principles of respect which would likely be found in a variety of international business environments, thus they should be recommended as methods to improve recruitment and retention. Leadership interventions with human resources and the quality of their peer communications was another identified model for improving management of employees and this theory could be incorporated into a management model to further improve managers’ self-worth and self-value in the process (at the peer level). Motivation to work between HR manager and the traditional line manager will only create better job designs, motivational packages, and commitment-based programmes to boost employee morale. In today’s difficult economic climate, attempting to keep employees satisfied and upbeat can be a significant challenge to employers (Rogerson). This is yet another real-world scenario which could impact the successful launch of new management models related to motivation and organisational commitment. Already-frustrated employees, in a variety of struggling international economies, might benefit from more compensation-based incentive programmes in the short-term to satisfy their physiological concerns as pointed out by Maslow’s Hierarchy of Needs. This suggests that managers should also be aware of the internal business climate and the external economic conditions which will impact the employee’s willingness to perform and remain loyal to a particular business. The hospitality industry, most identifiable, appears to have the most problems with culture impacting success. From international demands for more socialisation to an inability to connect with cross-cultural values, the challenges to today’s managers for successful implementation of new management models are significant. However, the studies which were identified in this assessment give managers better tools by which to manage employees and satisfy their personal or collectivist needs. They paint a portrait of the modern employees’ viewpoints, both cultural and professional, and offer managers methods to better lead by using modern psychology and sociological models designed to create a more dedicated workforce. References Adair, J. and Thomas, N. 2004. The Concise Adair on Teambuilding and Motivation. London: Thorogood Publishers. Baldonado, A. and Spangenburg, J. 2009. Leadership and the future: Gen Y Workers and Two-Factor Theory. Journal of American Academy of Business, Cambridge. 15(1), pp.99-104. www.ebscohost.com. (accessed 27 Aug 2009). Bambacas, M. and Patrickson, M. 2008. 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