Motivating Employees - Assignment Example

Motivating Employees Name: Lecturer: Course: Date: Introduction The concept of motivation is concerned with all the factors explaining workers’ behaviour. In general, the basis of motivation is how people become encouraged to behave in a certain desirable way towards achieving a desirable goal. In management however, having the capacity to motivate is a significant management task as motivating employees calls to attention the abilities that managers need to possess or the ability to encourage others, while at the same time providing rewards and ensuring satisfaction (Tella, Ayeni & Popoola 2007). This essay argues that motivation plays a significant role in the organization. The essay analyses the significance of motivation and the difficulties that managers can face in keeping staff motivated. Through the use of Theory X and Theory Y as well as LEFI theory, it examines how managers can ensure that employees are motivated to perform. Why ‘motivation’ is a major issue in modern workplaces Motivation of employees at modern workplace ensures productive use of scarce resources, specifically in the modern world where resources are fast diminishing. Typically, since organizations work through financial, physical and human resources, the optimal use of these resources is dependent on the employees’ willingness to work (Ayobami 2011). Here, motivation enables employees to convert financial and physical resources into useful products. It also helps the management to make an optimal use of the human and non-human resources as employees who are motivated are more resourceful. In addition, to reducing cost of production, motivation also increases efficiency and output at the workplace. Employees who are motivated work enthusiastically since performance is essentially a product of the willingness and the capacity to execute a task with enthusiasm and zeal. Indeed, several studies on the impact of motivation at workplace have established that it can bridge the gap between employee’s overall efficiency as well as their output. Eventually, this serves to reduce operation cost (Marisa and Yusof 2011). Motivation can be an effective tool that ensures that an organization is able to attain its goals. A recent study established that the management can use motivation to implement a goal-directed behaviour at workplace. Indeed, it helps the organization to set the employees to move towards a desired direction as well as to earn rewards (Muogbo 2013). For instance, in organizations where the management is interested in understanding the needs of the employees and to initiate pertinent incentive systems, accomplishing organisation goals becomes fairly easy. Towards this perspective, researchers have elaborated that if the workforce is not effectively motivated, other functions such as staffing, planning and organizing can be futile. Motivation also helps to build constructive relationships at the organization. When the needs of the employees are met through offering them promotions or giving them attractive rewards, they start to pique more interest in organizational work (Griffin & Moorehead 2009). Additionally, when the organisation is able to increase their morale towards work, they will begin to develop a sense of belonging in the organization as well as develop a feeling that the organization belongs to them. In this way, a cordial relationship between the workforce and the management is created (Marisa and Yusof 2011). Motivation is a major factor that reduces employee turnovers as well as promotes stability in the workforce. When employees feel committed to their work, organizational work increases. Towards this end, some studies have indicated that employees who are motivated will perform their tasks loyally, enthusiastically as well as be able to overcome all temptations of leaving the organization. In return, this translates to limited employee turnover. Additionally, by ensuring that workers are satisfied with their work, absenteeism is greatly reduced thus promoting sustained output ((Danish & Usman 2010). Factors contributing to the challenges of ‘motivation’ Motivation challenges can lead to performance issues that may hinder an organization from attaining its goals. Further, lack of motivation may trigger delays in the level of work completion. Usually, employee motivation may face a range of barriers. A typical problem to motivation often grows through a lack of two-way communication. Most employees who work in trenches do often have practical ideas of improving operations. However, they are rarely consulted for their suggestions (Griffin & Moorehead 2009). On the contrary, the management has often forgotten or refused to explain the need for certain organisational procedure and policies. As a consequence, the employees will then assume that the management lacks commitment or knowledge of excellence hence affecting their morale. Lack of knowledge by the management on what to do is also a barrier to motivation. Managers who lack expertise and skills may be seen as inconsequential to the entire organisation, hence becoming a factor that can kill team spirit. Despite the fact that effective leaders may or may not be recognised for their efforts, it is essential that they should often have team and individual respect (Marisa & Yusof 2011). A manager who is knowledgeable is of little significance if those being managed form an attitude that he is incapable. However, the employees may sometimes presuppose that the management does not know what the team is doing when the management fails to perform these tasks. When employees feel that the organisation is not appreciating their efforts or values, they may adopt such an attitude. Additionally, when employees feel that they are not being paid or recognised for working longer or for their hard work, it may create a barrier to motivation (Griffin & Moorehead 2009). In this case, when this attitude becomes ingrained into the organisational culture, motivating the workers may be a problem. Indeed, this can totally destroy motivation and commitment. When employees are required to perform assignments that do not fall within their job descriptions, it may hinder effective motivation. In any case, this barrier may be triggered by certain underlying circumstances. For instance, employees who are forced to perform tasks that do not give them fulfilment may find it hard feeling that the organisation recognises their talents of efforts. Others may also feel demeaned. Under these circumstances, efforts to motivate these particular workers through rewards may be futile (Nohria et al 2008). Lack of interest in rewards or misplaced motivation strategies can also hinder effective motivation. Workers show motivation to be a driving force or interest that persuades them to pursue an action. Interested employees will be interested in performing tasks (Griffin & Moorehead 2009). However, if employees are disinterested in certain tasks or rewards, they will fail commit fully to their work. Additionally, they will focus their attention elsewhere while at the same time fail to take part in the activity at hand. Achievement anxieties also hinder effective motivation. For instance, employees experiencing achievement anxiety will most often be sensitive to punishment or criticism. Consequently, achievement anxiety may prevent employees from adopting behaviour targeted through motivation. Further, such employees may become less interested in tasks as well as less motivated to attain goals. How managers can work to overcome ‘motivation’ challenges Generally, managers view motivation as the application of effort to accomplish goals. Efforts comprise the forces to perform. However, as discussed earlier, motivation may be faced by a range of challenges which may hinder its effective implementation. In any case, managers may apply a range of models to initiate motivation at workplace. To overcome barriers to motivation, manager should seek to improve employee performance and morale through provision of climate that ensures that workers are given opportunities to develop themselves. Within this perspective, a central motivation model is Theory X and Theory Y, which describe the managers’ perceptions on their employees. Theory X suggests that managers are pessimistic over their employees and therefore they are forced to use autocratic style of leadership to make sure that employees perform tasks (Viorel et al 2009). On the other hand, Theory X suggests that managers view workers to be naturally meant to dislike work and that they have no ambition. In this case, workers have to be motivated to work. Consequently, they feel that employees are not able to cope with challenges as work is of secondary significance. Towards this end, it is perceivable that while managers in theory Y are optimistic, those in theory X are pessimistic. To ensure that workers are effectively motivated, managers must shift from theory X to adopt theory Y (Marisa & Yusof 2011). In this case, in order to tap the potential of employees into effectively ensuring high work performance through the different motivation strategies, managers should adopt the role of theory Y managers by trying to improve employee performance and morale through provision of a climate that will ensure that workers are given opportunities to develop themselves (Nohria et al 2008). This is since employees and the tasks they perform should be taken into account concurrently to attain effectiveness and efficacy. Additionally, managers should also encourage employees to perform tasks under their job description to make them feel that their efforts and talents are worthwhile. Several theories attest to this argument. The Leader Environment-Follower Interaction (LEFI) theory suggests that the performance of the employee is basically a function of motivation, environmental perception, capability and role perception (Marisa & Yusof 2011). Based on this theory, motivational force is determined through the goal of the task. Managers should also ensure that they have pertinent expertise and knowledge on what the employees’ tasks involves. In this way, employees may adopt constructive attitudes towards the manager’s influence, since negative attitudes against their proficiency affects effectiveness of worker motivation. The Path-Goal theory is also perceived as a relevant perspective for assessing the effectiveness of leaders, with regard to a leader’s influence on the employees and their performances. Indeed, both the Path Goal and LEFI theory are concerned with the manager’s impact on employees in the process of motivating them (Marisa & Yusof 2011). To overcome motivation barriers, managers should themselves be motivated. The Model of Leadership that was proposed by Wofford (1979), suggests that when managers themselves are motivated, it will impact the performance of the follower (Marisa & Yusof 2011). This implies that motivation of employees depends essentially on the motivation of the manager himself. Therefore, for managers to overcome barriers to motivation, they must themselves become motivated. Based on this theories, it is essential that a manager should be able to transform a workplace environment that can fit the motivation of the employee, so that that they can be self-motivated. Additionally, managers should look into the workplace environment to ensure they can themselves become motivated within the same environment (Marisa & Yusof 2011). Further, as the team leader, managers should take into consideration the right environment that can allow their people to be motivated. Further, the managers must be proactive to be able to be efficient and effective in response to the competitive threats and opportunities despite uncertain changes that take place within the environment of the industry. Managers should also strive to promote co-operation between the organization and the people to achieve organizational goals (Champoux 2010). In this case, managers should interpret to the employees that while they need the organization to achieve their goals, the organization also needs them to achieve its goals. Managers should also be sensitive to the differences in values and needs among different employees to be able to interpret the most effective motivation strategies. This will ensure that the right reward and incentive programs that can overcome certain barriers are selected (Muogbo 2013). Significance of the information Central to these findings is that managing the workforce is a fundamental part of the management process. In order to make an optimal use of the human resources in an organization, understanding the organization and human element are important. An organization that is well-managed often perceives an average worker as a key source of productivity and quality. These kinds of organizations are not dependent on capital investment. Rather, they look to employees as the underlying source of improvement. Generally, an organization will be viewed to be effective based on the extent to which it attains its goals. Effective organizations ensure that a sense of satisfaction and commitment pervades through the organization. Making employees to be committed to their jobs calls for effective motivation strategies. Conclusion In sum, motivation plays a significant role at modern workplace as ensures productive use of scarce resources, specifically in the contemporary world where resources are fast diminishing. In addition to reducing cost of production, it also increases efficiency and output at the workplace. Further, it encourages constructive relationships at the organization. In any case, employee motivation may face a range of barriers. When employees feel that they are not being paid or recognised for working longer or for their hard work, it may create a barrier to motivation. A lack of two-way communication between employees and the management is also a barrier. To overcome barriers to motivation, manager should seek to improve employee performance and morale through provision of climate that ensures that workers are given opportunities to develop themselves. 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