The Importance of Motivation in Organization - Coursework Example

Organizational Behaviour (Discuss the Role Motivation Plays in the Organisation and the Difficulties Managers can face in Keeping Staff Motivated. Using some Theories/Models that can be Applied Outline How You as a Manager Would Ensure your Staff are Motivated to Perform) Abstract One of the core functions of mangers or HRM is motivating employees to remain functional and effective in organizations. Diverse motivational strategies are available in organizations; they could be tangible or non tangible factors that lead employees to recommendable and sustainable motivational behaviour. Inclusive are bonuses, promotions, recognition, pay raise, paid leaves, training and development, health and child care insurance among other social welfare packages. Motivation has an effect on job performances, concentration, cooperation, production, workplace relations, and employees’ satisfaction and commitment. In the contemporary world, failing to address employees’ motivation would result in loss of organization’s competitiveness in production and the market. Motivation is critical for organization, but it also supports and improves the well being of employees, who are essential assets and drivers of the business. The document addresses the importance of motivation in organization, the challenges in motivation employees and how managers could improve it. Introduction Concept of motivation and its association to the HRM. Globalization in the last few decades has made management in organizations to rethink of better ways to enhance motivation in the workforce. People are no longer highly restricted to move across the border in search of employment and better opportunities like before. As a result, there is a high movement of skilled and less skilled labour force into the advanced, emerging and developing nations. This creates the need for human resource management to deal with diverse employees, with different cultures and behaviours that influence the personal characters, choices and performance in work. Regardless of numerous differences, managers have to know their employees, adjust and adopt new mechanisms to achieve the best through the workforce they lead. Basically, production and performances tend to fluctuate like a business cycle. This is stimulated by internal or external factors to the organization, impairing employees focus in work and ultimately the output. Motivation comes in to influence employees’ behaviour and assist solve the problems affecting them. According to Robbins, Millet, Boyle and Judge, “motivation is the process that accounts for an individual’s intensity, direction and persistence of effort towards attaining a goal” (2011, p. 176). Employee motivation is one function of the HRM aimed at guiding the behaviours of subordinates. Such that they choose certain favourable behaviours not only to the organization, but also to improve their well being. The first part deal with roles of motivation in organization, the second difficulties managers face in motivational function and finally how they can overcome them. Importance of Motivation in the Organization Motivation influences the organization’s workforce first, so that its benefits are realized in the operations of the organizations. It therefore, determines their general performance and effectiveness upon application, since motivation can occur at the personal or organizations level. It plays a critical role in attracting, retaining and pushing employees to greater positive results, improving their talents and overall well being for the production quality of the firm and its growth. The following are discussions of the major benefits of motivation in organizations. Attracting and retaining talented human resources. Competition for talents in the labour market has grown to be a sensitive issue for employees and employers. While the employer is concerned with finding the best talent for the organization’s operations, potential candidates have to evaluate what the organization has for them in return. The jobs designs and their description structured well to meet their expectations attract talented individuals during recruitment and serve to retain them in employment (Kellyservices, n.d.). Skilled employees feel more attracted and satisfied when they are provided with a variety of tasks in workplace, rather than repetitive roles that enhance boredom. Employer or managers do not have to keep hiring new employees every now and then to fill new or vacant positions in the company. Instead, they can use motivation approaches such as promotion to retain talents in organizations. Employees who have proved capable and dependable are rewarded to enhance their satisfaction and commitment to the organization. They no longer have to seek the extra benefits elsewhere as they can attain them in same organization. Hence, managers and employers avoid the costs of hiring and training new personnel, as they successfully continue to attract and utilize the experienced talents from the pool of employees. Enhance employees’ engagement and participation in organization. Participations of employees in organization are usually strained by the relation established between the workforce and their supervisors. Similarly, poor relations between employees themselves can be disastrous for the organization. At times, employees are totally disconnected (emotionally and physically) from the workplace. It could be due to cultural, religious and ethnical differences that affect the social and psychological well being in the workplace. When manager use high involved workforce practices, employees become more engaged and participative in the firms’ activities, which enhances competitiveness and ultimately contribute to organization success. When the diversity of the workforce (cultures, personal status, ability, religions, races, sexual orientation, individual differences and so forth) is addressed and valued, employees are motivated, hence interact, engage in open communication with their superiors and promote discretional behaviours that enhance performances (Nelson & Quick, 2007). Feedbacks of the performances (while correcting and appreciating), rewarding team and group work, respecting employees’ diversity and core values in organization would all promote feeling of connection and involvement in the bigger organization activities and functions. Enhancing productivity and quality level. Previously, firms could reward the workers based on production level and quality may not have been given much concern as it is today. People have diverse needs and may be stimulated to higher performances and production if their desires are met. What motivates them today may not be the same tomorrow, but at the end if motivated, they will be more committed and satisfied making the organization to enhance productivity without any substantial additional costs to the firms. For example, sales persons may receive bonuses based on the percentage of their sales; hence employees will be encouraged to sell more because there is a better package that comes with high performances. Allocating managers more powers or satisfying their status and prestige needs would energize their managerial roles, hence encouraging them to lead the employees to perform better and quality work. Even without altering the inputs factors of production, certain acts of motivation among the workforce can result in increased productivity or the organization, because more and quality work could be delivered using the same inputs (Kumar, 2012). Organizations with a reward system that encourages recognition and sharing of firm’s benefits with employees contributing positive results would motivate them to higher production, improved quality and cost reductions in the firm. Improve human and organizational growth. Human capital is an important asset for the organization. Therefore, to meet the organization goals and objectives, the human resources have to be catered for, because they are the actual drivers of the organization competitiveness and future performances. Motivation seeks to increase the overall efficiency of employees, so that it can be translated to improving performance and organization success. As their personal needs and goals are fulfilled, so will the organization’s productivity and competitiveness enhance. In relation to work abilities, motivation is one mechanism that facilitates employees’ career growth and development, especially through acquiring and utilizing appropriate skills (like through training and workshops) to improve experiences and workplace performances (Nelson & Quick, 2007). Consider companies that have incorporated new technologies to support their staff in complex performances; the employee would be motivated to learn new skills to operate it and make their work easier. However, the same technological progress would promote evolution of organization’s mode of operation and increase production itself as earlier made decisions are automated and processes improved (Ishiguro, 2012). Improve cooperation and focus among workers. The employees’ effectiveness in the organization is determined by how well they can cope with the varying social and psychological situations they face. Negative emotions, moods, perceptions, attitudes, personality and values affect employees’ concentration and coordination with others at work. Intangible benefits such as sabbatical leaves and respites could result to positive well being (reduce stress, burnouts, reduce individual vulnerability to loss, and improve job and life satisfaction), offset resources loss or increase resource gain (Davidson et al., 2010). Both financial and non financial benefits would enhance the spirit of cooperation and a sense of belonging in organization and performing collective work. With effective motivation approaches, employees within teams, group and department or against one another can cooperate, collaborate and enhance communication with each other for the benefit of the organization Factors contributing to the challenges of motivation There are numerous challenges that would impair overall motivation in the organization and lead to inappropriate approach being used to motivate the employees. The following issues contribute to management challenges in implementing motivation. Mismatch of employee’s needs and the type of motivation used. Managers and employees have certain expectations from each other. In the contemporary businesses and evolving organizations’ environment, an effective motivational program designed for a certain group may not be effective in another. Managers are therefore challenged in identifying what people want from work and the suitable ways of rewarding them to impact positively in the business (Banfield & Kay, 2012). With the diversity of workforce in the workplace, supervisors may not be able to fully identity the specific or various motivational packages to use on individuals unless they interact often. The vigorous nature of needs and expectations and the fact that employees’ motives can only be presumed, makes motivation difficult for management. Identifying the personality trait. A manager man not be able to deal with or assist an employee effectively when he has not established his personality type. Understanding personality characteristics would be essential in determining successful people to run the organization or retain. Managers should be very careful of stereotypes, dependence of self perception and evaluation, halo effects and projections when making judgements and decisions for employees (Schermerhorn, 2011). If the managers develop wrong perceptions and conclusions over employees’ personality traits, their behaviours, thoughts and emotions among other qualities, they could end up been rewarded inappropriately. Poor relations with employees affect problem solving. Although employees leave the company, a good number are usually moving away from their superiors, whom they tend to have poor relations with that affect their performances. At times, where employees receive unfair treatments such as discrimination and sexual assaults caused by co-workers, or their superior managers who go unpunished, they become de-motivated to perform. The inner being and conscience of the employees are affected and in such case, certain motivations like promotions would act like a tease to them. Unless managers have good and ethical relations with the workforce, employees may not open up to state their problem issues, and the management could fail to identify and solve the problems that disconnect employees from work. By establishing the problem, effective motivational and correctional approaches can be used to assist the individuals. Poor communication with the employees to explain their actions. Communication is critical to support workplace ethical relations and coordination in work. Efficient communication is part of workforce motivation. Hence, better communication brings out clear missions, visions, goals, objectives, feedback and better relations conducive to increase their morale and productivity. Research has proved that frequent feedback result in higher level of performances and when combined with other incentives like pay, could enhance employees’ retention (Kang, Oah & Dickinson, 2003). Managers have to pass down correct information through the right channels, down to the least level of their employees and vice versa. Least, they will fail to communicate the importance of the job and how it would affect everyone at the end. Overcoming Motivational Challenges Managers have to realize that employees are complex human beings. There need/desires change with time and situations they varyingly deal with. They require a better understanding of the workforce they deal with and access which technique of motivation would be suitable for them. The next section addresses which and how managers can apply certain theories in the workplace to keep staff motivated. At last, the abilities and qualities of managers that would aid in enhancing workforce motivation. Integrating motivational theories in different work models and applying them in organizations. For managers to effectively keep the employees motivated, they ought to understand the factors that lead to a motivational behaviour, in the context of the employee inner drive and what external related issues affect them in work, before a suitable motivational process is chosen. Managers can apply need fulfilment theory in workplaces as put forth by Maslow; since workers operate at different levels, as they grow in the organization their level of needs also changes and the more they are satisfied the more they are motivated (Murray, Poole & Jones., 2005). The more the dominant needs are fulfilled the higher the satisfaction. Supervisors who deal with team works need to access the characters and attitudes of the team, and determine whether they are passive or active. While using theory X, managers can try use tactical management (make work enjoyable, communicate and probably make strict decisions) to keep passive employees focused and motivated. Managers dealing with active employees can apply theory Y and enhance participation, work delegation and challenging tasks in attempt to motivate them further. Many times, employers have been trapped in the thought that financial rewards are always effective. However, intrinsic rewards ranging from recognition, personal and skill growth opportunities in trainings and development, promotions, and challenging work achievements among others as put forth by Herzberg can also increase satisfaction and motivation. Other contemporary approaches have also contributed to management and motivational factors in organizations, equipping mangers with innovative ideas to manage human resources and talents in the modern business environments. Adam’s equity theory probes for fairness and justices in the workplace and their role in motivation: such that employees compare their input and outcomes with those of others and when there is inequality, equity tension occurs, which motivates them to want remove the inequality (Robbins et al., 2011). To support the tension and enhance motivation in such a case, manager can openly communicate how the procedure and decisions of resource allocation are reached. Hence, justifying the procedure and enabling the employee to understand what they need to acquire equal ratio (satisfaction) with others. Certain people get motivated by higher tasks, while others have high confidence that they can succeed given the tasks. Supervisors can engage employees to set specific and challenging goals that demand their focus on the job, motivate them to accomplish them even more effectively. More so, if managers relay their confidence in employees and assign them certain difficult tasks, employees enhance their own confidence and work on the tasks. They are motivated that someone believe in them and would perform to prove them right. Essential skills and abilities for managers that can be integrated with other factors to motivate staff. Managers are leaders and the employees look up to them as exemplary figures in organization. A motivational manager needs to communicate effectively, be able to offer correct feedback (correction, appreciation and suggestion for improvement) in right way and at right time, while considering their employees’ characters. They can also delegate work, involve employees in planning and certain decision making that concern them, express confidence and courage in and while working with the team, foster collaboration for the success of the team, and be supportive in work operation by training or demonstrating quality performance to the subordinates staff. Managers can also promote good relations through concerns of the employees’ social welfare. All these act as an inspiration to the workforce, which improves their wellbeing to keep them energized, cooperative and improving performances in organizations Generally, people are motivated by different things. If an managers utilizes the hierarchy of needs model, they will have to keep advances the needs of the employee after some period. Once they jobs are secured, later promoted, given a better pay and on the higher side awarded intrinsic benefits to keep them motivated. Some employees suffer from self esteem issues and based on the situation managers can apply social cognitive theories like self efficacy to enhance their esteem and keep them motivated. Goal oriented theory can be used in situations where employees are motivated by challenging tasks. Motivation is not just any package. Managers need to seek motivational factors that can positively alter the satisfaction in employees. The importance of motivational information for those people managing organizations The core that managers deal with is managing diversity of people, their cultures and the way they do things. When those managing organizations are equipped with the right information and knowledge, they would be able to craft ways, which can motivate individuals in their assigned tasks and influence better results in the organizations, without necessarily causing conflicts among workers. Through motivation, the organizations’, individuals’ and societies’ needs can be achieved. Conclusion Motivation helps organizations attract and retain employees, improve employees and organizational growth, their cooperation and focus in work, enhance workforce engagement and participation in organizational activities, and production and quality level. Challenges that managers face in ensuring their staff stay motivated arise from their difficulties in identifying personality traits of employees, poor establishment of their needs and hence poor motivational approaches used, poor communication and relations with the employees. Both contemporary and traditional models of motivation ranging from Maslow’s need fulfilment theory, Theory X and Y, Herzberg’s two factor motivational approaches, self efficacy, goal setting, and equity theories are some of the approaches that managers can apply keep staff motivated. Motivation may be a difficult task, but all in all requires proper strategy and design to be effective upon application in firms. Reference List Banfield, P., & Kay, R. (2012). Introduction to Human Resource Management. (2nd ed.). Oxford: Oxford University Press Davidson, O. B., Eden, D., Westman, M., Cohen-Charash, Y., Hammer, L. B., Kluger, A. N.,Krausz, M., Maslach, C., O'Driscoll, M., Perrewé, P. L., Quick, J. C., Rosenblatt, Z., & Spector, P. E. (2010, August 16). Sabbatical Leave: Who Gains and How Much? Journal of Applied Psychology, p. 1-13. DOI: 10.1037/a0020068 Ishiguro, S. (2012, May 14). Organizational Dynamics. Retrieved from www.geocities.jp/spcnp726/OrgDynamics2012April.pdf Kang, K., Oah, S., & Dickinson, A. M. (2003) The Relative Effects of Different Frequencies of Feedback on Work Performance. Journal of Organizational Behaviour Management, 23 (4), p. 21 - 53. Retrieved from http://alycedickinson.com/publications/Kang2003.pdf Kelly services. N.d. Attraction and Retention of Talents. Retrieved from www.kellyservices.co.nz/NZ/...Us/.../Attraction-and-Retention-of-Talent/‎ Kumar, S.S. (2012, July). Motivation as a Strategy to Enhance Organization Productivity. Advances in management 5 (7), p. 24-27. Retrieved from http://www.shankargargh.net/management_back_issue/manage_2012_7/3.pdf Murray, P., Poole, D., & Jones, G. (2005) Contemporary Issues in Management and Organisational Behaviour. Mason, OH: Thompson South West | Cengage Learning, Nelson, D.L., & Quick, J.C. (2008). Understanding organizational behaviour. (3rd ed.). Mason, OH: Thomson south West | Cengage Learning. Robbins, S., Millet, B. Boyle, M., & Judge, T. (2011). Organizational behaviour. (6th ed.). New Jersey: Pearson Education. Schermerhorn, J. R. (2011). Management. (11th ed.). Hoboken, NJ: John Wiley & Sons. Read More