Organisational Behavior Core Concepts and Applications - Case Study Example

ORGANIZATIONAL BEHAVIOR {Insert university’s name} {Insert instructor’s name} {Insert student’s name} December 12, 2012 PART A Motivates is the key reason is why individuals take action. Individuals act as a result of incentive and the key motive is as a result of dreams, wants and goals which are as a result of intended incentive. Motivation is both external and internal. Intrinsic motivation is driven by curiosity, motivation and interest. According to Wood, Zeffane, Fromholtz, Weisner, et al (2013) interest motivation is natural and hence there is little reason to explore or understand the internal drive. On the other hand external motivation emerges from the world and includes aspects such as competition, grades, money, accountability or punishment. Wood, Zeffane, Fromholtz, Weisner, et al (2013) point out that motivation are directly linked to all actions. Consequently, humans are motivated equally either positively or negatively and it equals drive. For instance anxiety or fear can motivate an individual to avoid trying new things or learning. Needs are the focal points of the motivation theory while consummatory behavior and psychological drive acts as a channel for all kinds of needs. Consequently, intrinsic motivation gives reason to interest. Wood, Zeffane, Fromholtz, Weisner, et al (2013) add that internal drive is as a result of satisfaction of having fun and learning and thus it lacks external inducement. Goal setting theory-intrinsic motivation According to Wood, Zeffane, Fromholtz, Weisner, et al (2013) the expectancy and goal setting theory had some aspects in common. Additionally, the demands for a certain goal or expectancy of a particular goal were main impulse determinants to particular actions. Furthermore, two theories had some similarities. Drawing from the goal-setting theory, () goal setting is defined as any action that an individual aims at accomplishing: it is the aim or object of a particular action. Scholar have pointed out that the basic assumption held by goal-setting theory is the fact that goals are the immediate regulators of all forms of human action. Research on goal setting indicates that certain goals result into increased performance while goals that are difficult while accepted by individuals results into high performance as compared to easy goals Wood, Zeffane, Fromholtz, Weisner, et al (2013) point out that the goals should be achievable despite being challenging. It is essential for the goals to be SMART-specific, measurable, attainable, and result-oriented as well as time bound. There are four motivational mechanism associated with goal setting. First, it is perceived that goals that are interesting and personally meaningful tend to focus on the attention of individuals on things that are essential and relevant. Secondly, goals always have energizing function that is higher goals result into more efforts as compared to lower goals. The third mechanism is that goals have impact on persistence. The last mechanism is that goals impact various actions directly resulting into discovery, arousal and use of strategies and knowledge an aspect that result into great performance amongst workers. Consequently, pertaining to the effects of goal setting on intrinsic motivation, Wood, Zeffane, Fromholtz, Weisner, et al (2013) using regression analysis on their study, indicated that the impact of mastery focused goals or performance on intrinsic motivation depends on the extent of achievement orientation of individuals. Additionally, performance achievement goals emphasize on not only defining the demonstration of ability but also define competence in a manner that is normative. On the other hand, mastery focused goals emphasize skill development as well as defines competence in a self-referential manner. Consequently, when an employer reports low achievement orientation, he/she is likely to avoid achievement and assessment settings and as a result fails to be oriented towards competence. However, when an individual scores high on achievement motivation, it is evidence that the individual is seeking for skills and ability assessment and therefore values competence performance. According Wood, Zeffane, Fromholtz, Weisner, et al (2013) such an individual likes to be evaluated by other people. However, the highest intrinsic motivation is portrayed by individuals who have low achievement orientation when they are presented with mastery-focused goals. Expectancy theory-extrinsic motivation According to Wood, Zeffane, Fromholtz, Weisner, et al (2013) in the expectancy theory, employees are likely to be motivated to perform based on two key expectancies. The first expectancy being the probability that the effort put across will result into the much expected performance. The second expectancy is that which is also regarded as instrumental is the probability that certain performance will result into the preferred outcomes. Additionally, failure to reward certain efforts may result into lack of motivation among employees to perform certain tasks. Based on the theories associated with expectancy theory on the extrinsic motivation, it has been pointed out that motivation theory is based on the viewpoints of individuals regarding the probability that performance will result into a particular reward (instrumentality), consequently based on the perceived value of the reward in question. Consequently, in situation whereby employees are motivated by extrinsic rewards such as gift certificates or additional compensation, managers are likely to experienced improved performance among the workers. Drawing from the theory of the Frederick Herzberg's, the needs of the employees are likely to motivate the employees despite satisfying their needs at the lowest levels. However, the disadvantage of the extrinsic motivation is that the employees are likely to expect improved rewards or expect the same rewards more frequently in order to maintain high performance within the organization (Wood, Zeffane, Fromholtz, Weisner, et al, 2013). Consequently, expectancy theory is based on extrinsic motivators with an aim of clarifying the causes of behaviors works display at work stations. External rewards are perceived as indiucing motivational states that propel behaviors as compared to intrinsic motivators whereby employees behaviors emerge from internal forces like workers enjoying the work experience because it is either interesting or challenging (Wood, Zeffane, Fromholtz, Weisner, et al, 2013) In the expectancy theory, motivation among employees is presented in three ways. The expectation of the employee that certain effort results into the expected performance goals impacts on extrinsic motivation. Consequently, the perceived chances of the employees that attaining particular goals by realizing the organizational goals impact on motivation too. Finally, employees are motivated to the level that they value the results received (Wood, Zeffane, Fromholtz, Weisner, et al, 2013) In conclusion, regarding intrinsic and extrinsic motivation, in most cases, organizations focus on extrinsic motivation as compared to intrinsic motivation. PART B As a manager, there are various reinforcement strategies that i can use to motivate employees both intrinsic and extrinsic in order to attain organizational success. One of the motivation strategies is to ensure that I maintain an open communication with the employees. According to (Wood, Zeffane, Fromholtz, Weisner, et al, 2013) when employees feel they are allowed to contribute towards organizational success by sharing their ideas, they are likely to have interest in the daily operation of the company. For instance, the manager of the coca-cola company in 2002 allowed the employees to give in their ideas openly regarding as well as encouraging open communication and using the ideas openly made them to feel a sense of responsibility thus contributing towards the success of the company. As a manager, I will ensure that the employees feel that they partially own the organization an aspect that is likely to move the company forward and thus a strong motivation strategy. Another reinforcement strategy that I can use as a manager is reward systems. Studies have indicated that employees are likely to be motivated by organizational success if the success is converted into material rewards. Accordingly, employees may not want to fail if the failure will result into the rewards such as salary increase or promotion is taken away from them. A good example to illustrate the mentioned is quarterly sales bonus concept. In circumstances whereby the sales bonus is above $1000, the sales associates who results into generation of their 100 percent set target receive full bonus. However, the motivation is likely to feature if employees whose performance goes beyond 100% receives additional bonus. Alternatively, if the employee only succeeds to attain 80% of the bonus, no bonus will be attained. Due to the fact that there is significant reward that is positive, the meted negative punishment is perceived as acceptable and hence the whole negative and positive reinforcement strategies offers significant motivation to the employees. Reward system is an extrinsic motivation strategy. As a manager I will combine reward systems with open communication so as to motivate the employees in ensuring that organizational success is attained (Wood, Zeffane, Fromholtz, Weisner, et al, 2013). Lastly, the reinforcement strategy that I will employ as a manager is the empowerment strategy. Studies have indicated that most employees are aware of their daily routine. According to (Wood, Zeffane, Fromholtz, Weisner, et al, 2013) empowerment is the concept of allowing the employees to have authority over their daily roles without interference from the managers and hence as a manager I will limit the supervision with an aim of instilling a sense of responsibility among the employees as a way of motivation to attain organizational success. Nonetheless, in certain situations, empowerment may fail to work. This is because certain employees need constant supervision in order for them to perform their roles. However, employees who show not only desire or initiative to change their designated duties with an aim of ensuring that their job processes are more productive should be permitted to have a say in their daily duties. Conclusively, empowerment combined with training is a powerful employee motivational strategy which is likely to apply as a manager. References Wood, J., Zeffane, R., Fromholtz, M., Weisner, R. et al (2013). Organisational behaviour: Core concepts and applications (3rd ed.). Brisbane: John Wiley and Sons. Read More