The Role of Motivation to the Success of Business - Coursework Example

MANAGING PEOPLE IN ORGANISATION Managing People in Organisation Customer Inserts His/Her Name Customer Inserts Grade Course Customer Inserts Tutor’s Name 19, 03, 2011 Executive summary As most businesses aim at formulating customer satisfaction tailored strategies, the smooth flow of the internal functionalities starts key to the realization of these strategies. In order to deliver quality services to the customers, there is a dire need for the involvement of employees right from the primary stages of strategy formulation to the implementation stage. Employees play an important role in converting the organizational strategies into a reality (Kreitner & Kinicki 2007, p.54). Therefore in addition to looking at customer satisfaction, another area that needs much attention when designing strategies of ensuring high performance is employee motivation. This report looks into details the various ways that can be employed by the management of organizations and businesses to ensure efficiency in the internal organization that will then translate into quality customer services. In that respect, there is linkage of the motivation methods to other management processes critical to the success of the business. Motivation cannot achieve better results independently hence need to be harmonized with other business operations to come up with a formidable and reliable that will lead to better management as well as bringing forth the expected results. This report approaches motivation from three perspectives; communication, recognition and empowerment (Cummings 2002, p.12). Each of the three factors is then discussed vividly to show how motivation facilitates a better performance of the business in collaboration with other business practices. In a nutshell, this report basically discusses the role of motivation to the success of business and then provides recommendations basing on the discussion. Table of content Executive summary ii 1.0 Introduction 1 2.0 Communication 1 2.1 Well-defined objectives 2 2.2 Feedback 2 2.3 creation of a sense of purpose 3 2.4 Problem solving 4 3.0 Recognition 4 3.1 Recognition make people flourish 4 3.2 Rewards 5 3.3 Integrating spontaneous rewards 6 3.4 Effort and outcome rewards 7 4.0 Empowerment 7 4.1 Promoting ownership 8 4.2 Self-monitoring 8 4.3 Assigning authority 9 5.0 Recommendations 10 6. Conclusion 11 References 12 1.0 Introduction Different scholars have formulated various theories explaining a number of approaches the management can employ to ensure a well-motivated staff. In the new competitive world where all the focus has been drawn towards customer satisfaction, it turns out that employee motivation is critical as far as ensuring quality customer services is concerned. However, not all of these numerous ways brings forth sustainability. Some of the ways are tailored to cause instant results but do not put into consideration the long term and flexibility aspects of the motivational method. Therefore, it is crucial and important to any business manager to select the most appropriate type of motivation that would bring about both short term and long term results hence guaranteeing sustainability. Motivation can be defined as “the motive force that moves employees to perform at their very best” (Robbins & Judge 2009, p.190). It is the employees who can either spearhead the business into realization of higher marginal profits and quality services to the customers or drive the business into losses and poor customer relations. This report looks into not only the financial aspect of motivation but also explores other different ways through which motivation can be achieved sustainably. This therefore implies that motivation should include both the financial and also the non-financial aspects in order to achieve the set goals (Perry, Mesch & Paarlberg 2006, p.512). 2.0 Communication The way information is relayed in an organisation can be a very important instrument for motivating the employees. 2.1 Well-defined objectives Once the objectives and expected results have been arrived at, it is the obligation of the manager to convey the same information to all employees in order to reduce goal blindness and prompt employees to focus on the organization’s goals. By communicating the set goals and the channels to be used to achieve the set goals is a primary step towards nurturing talents of the employees. This can be achieved by assembling all the employees then communicating to them what the manager and other executives have set and what is expected of them. The management should also clarify on the various instruments to be employed in achieving these set targets. This will foster awareness among the employees and each one of them will be well informed. In addition, the management should communicate any changes made in the policies and also the emerging issues that affect the business either directly or indirectly to keep the employees on track with the current affairs (Perry, Mesch & Paarlberg 2006, p.511). 2.2 Feedback The way the manager treats complaints and suggestions from their employees will serve either as a discouragement or a motivator. Employees would feel valued and appreciated when their complaints and suggestions to the manager are treated with concern. When the manager takes too long to respond to the employees complaints, it will make them feel unrecognised and unimportant to the business. Therefore, for a better employee motivation, the manager should respond to the employees’ complaints and feedback promptly (Kreitner & Kinicki 2009, p.342). This will prompt the employees to feel recognised and worthy hence encouraging them to submit more feedback whenever needed in the future. It then stands out that the gap between the managerial staff and the other employees is key towards motivating employees to provide feedback whenever required concerning the performance of the business. It encourages employee loyalty and makes them feel that they are as important as any other staff.Other ways through which the manager can enhance communication with the employees is through the introduction of suggestions boxes, complaint forms and regular meetings to discuss the employee complaints and conduct a joint evaluation of the business progress. 2.3 creation of a sense of purpose The manager and his team should explain vividly to the employees on the importance of their roles and contribution to the success of the business. They should show how important every employee is to the general success of the business. The relevance of everyone’s position and abilities towards the achievement of the set goals and objectives should be made clear to all employees. By fostering a sense of purpose will significantly improve the performance index of the business and increase the general output of the business (Walters & Fenson 2000, p.78). This will also promote unity and respect among the employees and they will treat each other with equality while attaching some degree of relevance. After promoting respect and equality among the employees, teamwork will be possible and everyone will be much focused on the set goals for the betterment of the entire organization. People, however small they may be, will always feel good when appreciated by others especially their seniors; therefore the collaboration between the management team and the other employees will be a key motivational factor that will steer better performance (Kreitner & Kinicki 2009, p.342). 2.4 Problem solving The manager should pay much attention to employees’ affairs and always be in time to solve conflicts arising from the interpersonal differences between employees. Team work highly contributes to the mutual success of the entire organization hence management has a responsibility of ensuring effective coordination of the various departments. Therefore, whenever disputes arise amongst the employees, the manager should be quick to solve the issues leading to such differences. Also, where there is a conflict or resistance by the employees towards certain policies implemented by the management team, quicker actions should be taken to solve the conflict. When the management shows a lot of concern and sensitivity to issues pertaining to the employee welfare, the employees will be more motivated and make them have a feeling of importance. Conflicts are best solved through an effective communication framework. Each employee should be assigned a role to play and always be responsible for anything relating to the task. All these can be achieved through a well-coordinated communication between the management and the employees (Roberts 2004, p.177). 3.0 Recognition 3.1 Recognition make people flourish Naturally, all the people would always like to be praised. Therefore, managers should take advantage of this and use it as a motivation tool to their employees through regular praises of those employees with outstanding abilities. Once praised, employees would feel appreciated and recognised hence they will work passionately with an aim of improving and continue being the most outstanding. Through their work and tasks assigned to them, they will do them with a mind that if they do it better, their good job will be recognised by the management(Kreitner & Kinicki 2007, p.56). This will motivate all employees to strive much and be recognized also. The management team should appreciate any contribution by an employee however minor it may be. It will make them feel worthy and that even the smallest thing they do to the organization can as well be recognised and appreciated by the management. It will stimulate some form of internal competition among the employees but towards the positive achievement of the business. All these efforts from the different employees when combined will translate into quality delivery of services to the customers hence improved performance of the business. This can be done during open forum meetings between employees and managerial staff, daily meetings of all employees and the management, joint weekly or monthly evaluations of the business or during the Annual general meetings where the most outstanding employees get formal rewards for their contribution towards the success of the business (Robbins & Judge 2009, p.190). 3.2 Rewards Apart from recognition, it is highly imperative to incorporate the concept of recognition into the organization. The rewards selected by the manager should be those that will bring forth sustainability and focus not only on instant results but should also put into consideration the long term impact to the organization. Therefore, financial and promotional rewards, as much as they help boost the performance of the business, come along with their shortcomings. The manager should focus more on the non-financial rewards who rewards whose impact shall sustain the business for a relatively longer period of time and ensure achievement of the long term goals. Financial rewards only encourage employees to focus on the short term objectives with an aim of winning the rewards. However, better rewards are those that will promote employee loyalty to the organization, encourage them to work under minimal supervision and make them have a feeling of belonging and association to the organization (Martin & Hetrick 2006, p.134). Personal sincere appreciation of the good performers and acknowledgement of their contribution towards the success of the business are more rewarding and useful to the organization than any other form of reward. Recognising those with outstanding performance by allocating them special task for which they will write reports or make presentations during the Annual general meetings or regular board meeting are will have their impact felt for a longer time. It stirs up the individual’s self-esteem and boost their morale that will stick for a longer time hence such employees will continue being productive to the organization (Boxall & Purcell 2008, p.211). 3.3 Integrating spontaneous rewards Teamwork is very important hence management should appreciate more those employees working as a team to encourage teamwork and unity amongst the employees. The manager should introduce a system of instant rewards to those teams that work together and achieve their allocated tasks on time. These rewards can be in the form of instant outings, spontaneous pizza parties, romantic dinners, group barbeques and other forms of rewards. This will encourage team work and prompt all employees to always stick to their groups in achieving a common goal (Robbins & Judge 2009, p.190). In addition to this, individuals with outstanding abilities can also be called together with their families for special celebration parties where they are honoured amidst the other employees. It is very important and will spur commitment on the side of the employees even when the pressure at work seems to be much. As much as the individual or team members will be benefiting from such incentives, the business will also experience a tremendous improvement in their performance due to better customer services and increased marginal profits (Gale 2002, p.87). 3.4 Effort and outcome rewards The main aim of initiating rewards by the manager is to stimulate growth and better performance through employee motivation. Therefore in a bid to stimulate motivation to all employees without letting other feel side-lined, the management team should ensure that any form of effort displayed by an employee towards the achievement of the common objectives of the business should be recognised and rewarded accordingly. In some cases, employees work so hard to achieve the objectives allocated to them but end up not succeeding (Weinstein 2002, p.18). Therefore, as much as the business recognises and rewards those that have produced tremendous results, they should also recognize those employees that have put in much effort in their task even when they have not achieved the desired goals. This stimulates their self-esteem and makes them strive for better results in the future since they feel recognised and appreciated despite their little contribution to the business performance. This strategy focuses more on the long-term performance of the business and promotes sustainability. This smaller recognitions and rewards, when combined together, will create an organizational culture that will steer future operations of the business without much struggling on the side of the management (Stajkovic & Luthans 2003, p.166). 4.0 Empowerment This entails valuing the employees and holding them accountable for various responsibilities assigned to them. 4.1 Promoting ownership This involves allocating responsibilities and tasks to the various employees and holding them accountable. Employees are given all the authority and allowed to exercise control over achievement of certain tasks. The manager should then allow them to come up with various ways they would like the task accomplished and let them implement whatever they deem necessary for the successful completion of the task. The manager in this case should only spell out the expected outcome of the tasks and guide them on how the task should be carried on (Buttner 2002, p.24). When assigned a role to manage a project or a task, the respective employees will develop a feeling of recognition and would feel their abilities are being recognised by the management. It will strengthen their perception and attach to them some degree of importance. Therefore with this done, such employees will always be ready to take on future tasks and give them more confidence when carrying out their duties. It therefore means that the recipient of these services (customer) will benefit from quality services and consequently improving the performance of the business. The allocation of responsibilities to the employees serves to empower them and give them a feeling of being their own bosses and therefore boosting their morale a great deal (Martin & Hetrick 2006, p.134). 4.2 Self-monitoring To break the monotony of the manager always performing all the decision related duties and coordinating all departments, managers can decide to decentralize control and distribute some of their responsibilities to the department just to empower them and make them feel their effort and ideas are of much value to the success of the business. Departments or teams are left to set their own rules and regulations that will guide the achievement of the tasks assigned to them (Richard, Richard & Debra 2004, p.381). They are then told of the expected outcome of the task but the decision of how this should be done is left to them. This self-monitoring system gives chance to the employees to exercise control over themselves and be self-controlled and observe the set rules set by the group or department. It will help them establish a friendly rapport with the management and make them have a positive attitude towards the managers as facilitators and not hindrances to them. When done repeatedly, it will lead to self-driven productive employees since no much time shall be wasted on strict supervision of employees at the same time giving employees a feeling of worth and empowerment as their own bosses (Boxall & Purcell 2008, p.211). 4.3 Assigning authority It involves the permit ting employees to take certain actions towards some issues concerning the organization. Once in a while, the manager can vest their powers in specific employees to make a decision on behalf of the business. Such decisions might include awarding of tenders to contractors, recruiting new staff and placing orders among others. This gives such employees such a feeling of greatness and authority. After such an experience, these employees will develop a form of loyalty to the business. This can also be done by notifying the employees to submit their views on how certain problems facing the organization can be solved effectively (Bartlett 2002, p.231). Employees will feel part of the organization and hence boost their morale at work that will then be replicated in the performance of the business. The management can then go even a step further and demand that the team or department that comes up with the most viable solution should go ahead and implement their proposal. It will strengthen more the employee motivation and increase their productivity. By allowing employees make critical decisions accruing to the business will make them feel part of the achievement process and that their contributions and ideas have also been incorporated in the running of the organization (Delbridge et al. 2006, p.97). 5.0 Recommendations From the above discussion, it is therefore evident that motivation of employees is critical towards achieving the objectives and goals of a business. Basing on the above report, the following are the recommendations for managers to implement to ensure well-motivated employees: a) They should define goals and objectives clearly to the employees and give the selected channels for the achievement of the same. b) Employees should be involved in the decision making process of the business to make them feel valued and boost their morale c) When selecting reward incentives, more focus should be drawn on the strategies that will ensure sustainability and not just instant results. Rewards should be based on effort and outcome d) They should delegate some duties to the junior employees and avoid exercising total authority. This will boost their morale and give them a feeling of recognition and empowerment e) They should emphasize on teamwork by extending some authority to the various department to carry out some tasks independently without the interference of management (Martin 2006, p233). 6. Conclusion Having discussed the role of motivation to the success of the business in the above sections, it becomes very important for every management team aiming at achieving the best results to formulate their strategies from this perspective. Quality customer services and satisfaction has always been the song of many organizations; it is very true that customers are very critical to the success of the business. When employees are motivated, they will deliver quality services to the customers which then translate into higher profits. When allocating authority to the departments or individuals, the management must be careful because some decisions are more critical to the performance of the business and any wrong decision made might adversely affect the performance. Therefore, departments and employees should only be assigned those roles they can effectively manage to bring about positive results. In addition, delegation of duties and authority should be done once in a while and not continuously since this might interfere with the realization of the set goals (Stajkovic & Luthans 2003, p.165). References Boxall P & Purcell J 2008, Strategy and Human Resource Management, 2nd edn, Routledge, London. Bartlett, A 2002, Fire in the belly ...motivating employees, available from: . ( April 11, 2003). Boxall P & Purcell J 2008, Strategy and Human Resource Management, 2nd edn, Routledge, London. Buttner, C 2002, ‘Pampered with rare and exotic holidays’, Australian Financial Review, p. 24. 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