Motivation Techniques in General Motors - Article Example

Bowen and Radhakrishna (1991) define motivation as a force that makes an organism or a person respond. Thus an effective manager must be aware of the various factors that induce his or her employees to behave in a certain way. One of the significant theories that early managers adopted in their management was related to the appetitive function. According to this theory, the result of motivated employees which is the outcome of the forces and stimulus provided by the employers is brought about by imagination, memory as well as perception.

According to James (2010) in his article on understanding employee motivation, staffs are not only motivated by salary increments but also by other factors such as more responsibilities, training, and shifts among others. Additionally, James (2010) covers the Hawthorne studies that sought to indicate the significance of human relations to managers especially in focusing on the motivation and the needs of the employees. Two major ways that GM can emulate to maintain a productive workforce is through the provision of extrinsic and intrinsic motivators.

Intrinsic factors include recognition of hard-working employees. This may be undertaken by promoting them or making them to be team leaders. On the other hand, James (2010) argues that a firm can provide job security and increased salaries as key extrinsic factors. James depicts that managers should also ensure equity among the employees as a way of motivating them. Equity is attained when the ratio of a worker’s output over inputs is the same as that of other employees (James, 2010).

Studies undertaken by Adams (1965) indicate that for managers to effectively motivate their employees, it is paramount to first understand their goals. This is based on the fact that the goals of the employees vary. Through the provision of hygiene factors that include security, safety, salary, and fringe benefits among others Adams (1965) argues that employees are powerfully motivated. Thus it is paramount for GM managers to determine what their employees like and dislike so as to identify the appropriate hygiene factor to emulate.

Adams (1965) argues that employees like six major aspects to improve their performance. First is achievement. This implies that workers are motivated when tangible goals are derived from their efforts. Secondly, employees like to be appreciated and recognized by their managers and other workers. Thirdly, employees are motivated by the work itself. For example, employees who enjoy working in garages will be more motivated if the GM managers take them to the production facility. Fourthly, workers are motivated when their responsibilities are increased.

Fifthly, the labor force is significantly motivated through promotion and advancement within their firm. In the same way, workers' performance is enhanced when a company creates opportunities for growth. This can be undertaken by ensuring that workers are given ample opportunities to undertake part-time courses either within the firm or from high institutions of learning.