Methods Managers Rely on to Motivate Staff - Assignment Example

Motivation Student’s Name Institution Affiliation Motivation Businesses cannot afford to underestimate the power of a highly motivated staff. In fact, if one thinks about it, success in any business arena may it be marketing, finance, or human resource management, is ultimately traced back to motivated employees (Motivating Employees .d). Then, it follows that one of the important functions of a manager is keeping employees. This realization makes it necessary to explore the methods that managers rely on to motivate their staff. Nisen (2013) acknowledges that seeing capable employees underperform is very frustrating for managers. In most cases, the employees are usually de-motivated, scared, or uncertain. This is a challenge that most managers face. To address it, management gurus have come up with several theories that try to explain what motivates, and how to motivate employees. McGregor’s theory X and theory Y and Maslow’s Hierarchy of Needs are classical examples of motivation theories. In this essay, we shall look at how managers are applying these theories and how they have benefited their organizations. When implementing these, managers face certain challenges, which will be addressed with reference to how they make it difficult to apply motivational theories. Methods Managers Rely On To Motivate Staff Before tackling the methods managers use to motivate their staff, it is important to understand what motivates them. According to Podmoroff (2005), the greatest motivator is maintaining good working relationships as well as a great working environment. Proper compensation, challenging tasks, flexibility, and creative freedom are just a few examples of things that can be considered motivators. Evidently, these factors represent a person’s need to be valued and appreciated. Therefore, in order for managers to motivate their employees, they should create an environment and culture that encourages individualism and recognizes performance (Messmer, 2001). Motivation programs need not only entice employees but also place value on their interests People are different and no blanket method can be used to motivate them all (Shari, 2013). Therefore, managers should not focus on finding a one-stop solution; rather, they should try to focus on classifying employee needs then developing programs that address their motivational needs. For example, intensively competitive people are likely to respond well to performance-based pay, whereas those who are more interested in teamwork and collaboration may not. In the end, the management decides that performance pay-based is not effective and begin to look for another strategy. When discussing motivation, it is very easy to forget that managers too are employees and need to be motivated. Therefore, employee motivation is a strategic activity and all levels of management have to be involved. In addition, it is important to remember that there are two perspectives to employee motivation. Internal and external motivators motivate employees. Therefore, managers need to learn those that are internal and external. Internal motivators tap into a person’s inner drive and are unlikely to change. On the other hand, external motivators are material benefits that the world has to offer. They include enticements such as salary increases, bonuses, and awards. Their main purpose is to increase job satisfaction hence improving employee motivation. Whether the motivators are internal or external, good leadership is one of the most effective methods that guarantee employee. Nisen (2013) notes that leaders or managers who always give orders and spend little time trying to understand what drives their employees are least likely to lead motivated teams. On the hand, managers who ask questions and appear to be caring end up motivating their employee Employees appreciate challenging tasks (Sundheim, 2013). This has been identified as one of the motivators. Managers can take advantage of this fact to introduce job enrichment or job rotation in their organizations. This tactic exposes employees to new tasks or challenges thereby motivating them. As earlier noted, employees desire to be recognized and their ideas appreciated. This can be achieved through participative management. Companies such as Herman Miller were among the first to appreciate this method. In order to motivate their employees, the company allowed them to structure their workload and gave them the liberty to give their opinions on corporate decisions (Always Building, n.d). Performance-based pay is one of the most common methods used to motivate employees. It involves giving employees bonuses, salary increments, or establishing profit sharing schemes. Hull (2013) notes that employees respond well to financial incentives. Nowadays, managers use gain or profit sharing schemes to motivate employees. In this scheme, compensation is based on performance improvement. If the organization increases productivity or makes more profit, the employees are entitled to a certain percentage of that increment. Organizations such Wells Fargo have implemented such schemes and are now enjoying the benefits of a highly motivated workforce (Profit sharing and money purchase plans, para4). Employees like to be assured of job security and a steady income (Lauby, 2005). It is therefore the responsibility of the managers to ensure that they provide a predictable working environment for their employees in order to keep them motivated. Zhang and Bartol (2010) claim that employees enjoy flexibility. Flexible scheduling is an example of a non-monetary reward that gives employees the freedom to make their own decisions. Managers sometimes have to let their staff decide when to take breaks and how to schedule their tasks allowing them these simple freedoms motivates them to perform better. Akamai offers career advancement opportunities to their employees (Akamai, p3). Ever since, the management has noted increased enthusiasm among its employees. They attribute their improved performance to employee motivation Motivation Theories There are several motivation theories; however, the focus is on Abraham Maslow Hierarchy of Needs theory and McGregor’s X and Y theory. Abraham Maslow identified five levels of need that if fulfilled would lead to increased motivation. He classified needs as either physiological or psychological (Sapru, 2008). These needs reflect human intrinsic and extrinsic motivators. In his theory, Maslow proposed that motivation is a progressive process and therefore managers must be prepared to adopt methods that reflect the changing needs of their employees. The hierarchy of needs theory is based on the deficit and progression principles (Sapru, 2008). This means that once a need has been satisfied it stops being a motivator and soon another quickly replaces it. In order to keep employees motivated the theory advices to motivate employees according to their needs. For example, they can offer employees comfortable physical working conditions or reasonable working hours to meet their physiological need; meet their safety needs providing them with safe working conditions or offer them job security and so on. McGregor’s theory X and theory Y on motivation focuses on how to manage different types of employees (Sapru, 2008). The theory identifies two types of employees and for each proposes an appropriate leadership style. Theory X describes employee who do not like working and constantly needs to be coerced, controlled, directed, and supervised. In order to motivate this type of employee’s managers need to adopt an authoritarian management style. Theory Y encourages a participatory approach when it comes to managing employees. Managers are encouraged to take this approach because employees are willing to accept more responsibilities or desire to be challenged. The theory also addresses the need for employees to be allowed some level of freedom since they are capable of controlling and directing their actions in order to achieve set out goals. Benefits of Motivational Theories Motivational theories link leadership and motivation. Taking a look at McGregor’s theory X and Y, we realize that motivational theories guide managers on which leadership styles to adopt. The theory X proposes an authoritarian approach; however, this management style is not effective when dealing with self-driven employees. Leaders who are dictators do not value contributions from their employee (Cable & Judge, 2003). They do not listen to their needs nor value their ideas consequently become unsatisfied and long for recognition. This style fails to acknowledge intrinsic motivators leaving employees de-motivated. Theory Y advises managers to take a participatory approach when managing employees. It calls for democratic leadership whereby employees are encouraged to participate in decision-making and other activities. The results of such interactions in a highly motivated staff that is willing to be creative and perform better. In the end, the organization benefits through increased profits, productivity, or innovation. The theories offer managers’ information on best employee management practices. Theory Y advocates for more employee freedom and flexibility (Carson, 2005). McGregor believed that employees like challenges and are likely to ask and accept more responsibility. His theory suggests that employees are capable of controlling and directing themselves. He appears to be implying that managers need to allow their employees a certain degree of flexibility and freedom Maslow’s hierarchy of needs, urges managers to understand their employees needs first in order to improve the performance of their organizations. It can be used to identify different types of benefits that organizations can offer to its employees. It ensures companies balance different employee needs such as monetary compensation, working conditions among others. Problems Associated With Application of Theories Correctly motivating employees is not easy. Managers face numerous challenges as they try to encourage their teams. One of the problems managers face is poor communication and lack of feedback. This leaves employees unaware of the management’s intentions consequently managers end up implementing ineffective programs. The lack of self-confidence hampers the implementation of motivations programs in the sense that employees are unwilling to participate in the process. This intimidation may be because of an authoritarian leadership hence they are unable to form good working relationships necessary for implementation concepts proposed by various motivation theories. If managers have a very high expectation of success, they sometimes tend to overlook the employees motivation needs and instead focus on developing programs that they believe is likely to offer them the desired results (Griffin & Moorhead, 2011). This attitude is counterproductive and ignores the principles advocated for by motivation theories. Organizational structure can affect employee motivation. Research on organizational behavior has revealed that there is a relationship between organizational structure and employees’ attitude and behavioral responses (Judge, Thoresen, Bono, & Patton, 2001). Depending on the size and degree of centralization, its influence on employee motivation varies. Highly formal structures are too restrictive and do not offer employees the required freedom or flexibility consequently lowering staff motivation (Wan, Ong & Lee, 2005). On the other hand, highly decentralized organizations allow employees the necessary space to grow their ideas. The lessened control in decentralized structures is what motivates employees Poor organizational culture hinders the implementation of motivations strategies. Detert, Schroeder and Mauriel (2000) notes that motivational factors need to be provided within a framework. Since corporate culture is a demonstration of all activities that symbolizes and organization, a poor culture can make motivational theory principles ineffective. Conclusion Motivating employees is not an easy task; however, motivation theories offer valuable tips. To motivate employees effectively, one has to begin first by understanding their needs then selecting a suitable method that meets their needs. Maslow’s Hierarchy of Needs theory shows managers how to motivate employees by fulfilling their extrinsic and intrinsic needs. McGregor’s X and Y theory advises managers on effective leadership styles. Managers face challenges with respect to planning, effective communicative communication, good organizational culture and structure when to motivating employees. However, if there follow the advice offered by motivation theories this activity can become much easier. References Akamai (n.d) Retrieved from http://www.glassdoor.com/Reviews/Employee-Review-Akamai- RVW1108856.htm Always Building (n.d). Retrieved from http://www.hermanmiller.com/content/dam/hermanmiller/documents/always_building/always_building.pdf Cable, D. M., & Judge, T. A. (2003). Managers' upward influence tactic strategies: The role of manager personality and supervisor leadership style. Journal of Organizational Behavior, 24(2), 197-214. Carson, C. M. (2005). A historical view of Douglas McGregor's Theory Y. 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Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation, and creative process engagement. Academy of Management Journal, 53(1), 107-128. Read More