Motivation in an Economic Downturn - Research Paper Example

 There are times when a person has reached the climax of available achievements in their workplace and will have no more challenges to motivate them forward. This can cause a great deal of difficulties in the quality of work output that will come from that individual. In the current economy with job and salary freezes creating stagnation within the workplace, how does a company continue to motivate good work from its employees? If this issue is examined through McClelland’s Need Theory, answers for this question can be found through an understanding of the needs of the employees as they balance against the needs of the firm. The needs of the employee may not always be apparent, but through using techniques that are designed to stimulate needs while still maintaining the restricted needs of the company, employee output can be increased so that the quality of work is maintained. McClelland’s Acquired Need Theory suggests that there are three primary needs that will motivate an employee toward greater work output. The first need is the need for achievement. This need is identified by the need to continue to attain higher levels of success through challenges that create a high standard, master complex tasks or provide an opportunity to surpass others. The second need is identified as the need for affiliation. This need is based upon a socialization need whereby the employee can form personal relationships, diminish conflicts, and be able to establish warm friendship within the workplace. The third and final need that David McClelland designated is that of the need for power. This need is defined by responsibilities, control and authority through influence or designation (Lane & Daft, 2008, p. 233). In a poor economy it is difficult to provide these motivations for employees when a company is struggling to stay afloat. Basic ways in which a company will most often provide these incentives, through advancement and monetary reward, may no longer be feasible. In fact, it is possible that an employee will feel as if their motivations are being disintegrated and his or her potential within that position is no longer attainable. According to Clutterbuck (2003) employee motivation is “ a fragile flower that needs nurturing” and it is “hard to get even short termed results out of a dissatisfied workforce” (p. 19). Clutterbuck (2003) goes on to say that in order to inspire motivation in employees a firm must provide an opportunity to advance, an opportunity to assume different workloads, and the opportunity for flexibility in order to balance work life and family life (p. 20). This somewhat mirrors McClelland’s theory, but provides some insight into some answers for giving employees something to turn to when the economy has restricted progress on the job. When a freeze on hiring goes into effect, it can also affect the existing employee’s opportunities for advancement. This can create frustration as jobs are no longer seen as a place to access the need for certain types of achievements. A company will be in a process of holding its breath to weather the current storm. This feeling can be passed on to employees, leaving them feeling like they are treading water rather than swimming towards a goal. This frustration will affect the output, thus decreasing the chances that the firm will survive the onslaught of difficulties that they are facing. This is, of course, counterproductive to the goals of a business. Therefore, finding ways to provide satisfactory achievement must be addressed in order to maintain employee connection to his or her interests within the job. According to Train (2007), the need for achievement is not necessarily related to rewards that can be given for those achievements. Three aspects of achievement can be identified through a desire to meet high standards of performance, the desire to master difficult or challenging tasks, and the desire to perform better than others (p. 216). While achievement is often associate with reward, the need for reward is not necessarily central to the need for achievement. The reward can simply be found within the reached goal. Therefore, continuing to set goals for employees that are challenging and purposeful will allow for employees to retain that satisfaction through achievement. However, the motivating achievements cannot be seen as a manipulative attempt at creating motivation that is centered on the needs of the company or through obviously designed manipulations that no longer have meaning. Salacuse (2005) uses the example of something as simple as praise as a way in which a positive motivating action can deteriorate into something with little to no meaning. When praise becomes something that is given for things that are not necessarily praise worthy, the attention will soon be revealed as a manipulating tactic, rather than a purposeful sentiment. The praise will then have little to no meaning and not provide the needed incentives (p. 162). Therefore, opportunities for achievement must be perceived as having meaning as well as utilized as a way to provide motivation. The second need, the need for affiliation, is one that is most easily maintained, and quite often lost during difficult economic times. When a firm is experiencing stress from difficult economics, that stress can be passed to the employees as they discover that the security of their position is challenged. This can create alienation between employees who worry more about their jobs than in trying to maintain the relationships they have developed within the company. More so, they can often see each other as competitors and lose the ability to work as a team. Looking at team building can provide positive motivation within the company and promote both achievement and affiliation. The biggest mistake that can be made in the process of building a team is in setting the members against one another in competition, rather than setting a singular goal that they must try to achieve together (Dyer & Dyer, 2007, p. 17). Creating further stress through competition will defeat the internal functions of a company, thus reducing motivation. The final need, the need for power, is the one need that is the most difficult to navigate during an economic crisis. The helplessness of diminished returns and subsequent cuts throughout the firm can leave management feeling helpless, thus passing this feeling of powerlessness on to the employees. As employees lose some of their earned perks and are feeling the stress of possible impending losses due to forces that are outside of their own control, it is very difficult to provide for the need to feel power within an employment situation. According to Pepitone and Bruce (1999), making self-responsibility and empowerment as policies within the company will provide for the sense of power that is needed for employees (p. 64). While economic hardship can impose a feeling of withdrawing these policies as each decision made becomes dire for survival, it is a mistake to leave employees feeling powerless. The perception of retaining some control and power is essential in maintaining a motivated and thriving work force. The three aspects of motivation in McClelland’s theory are a powerful recipe in maintaining employee motivation. It is important to make sure that efforts to maintain these aspects are not perceived as manipulation, but retain a sense of purpose. Respecting the needs of an employee can provide a powerful framework within which to navigate economic hardships and thus raise the potential for survival. In times where everyone’s survival is threatened, it is easy to become competitive and to withdraw from both the company and fellow employees. A good manager will look for ways to build teamwork and not further deteriorate these relationships. Keeping an employee engaged through providing achievements and goals that can be worked on in tandem with other employees can provide a continued positive environment and thus maintain employee motivation. References Clutterbuck, D. (2003). Managing work-life balance: A guide for HR in achieving organizational and individual change. London: Chartered Institute of Personnel and Development. Dyer, W. G., & Dyer, J. H., (2007). Team building: Proven strategies for improving team performance. San Francisco: Jossey-Bass. Lane, P. G., & Daft, R. L. (2008). The leadership experience. Mason, OH: Thomson/South- Western. Pepitone, J. S., & Bruce, A. (1999). Motivating employees. A briefcase book. New York: McGraw-Hill. Salacuse, J. W. (2005). Leading leaders: How to manage smart, talented, rich, and powerful eople. New York: AMACOM. Train, B. (2007). Introduction to psychology. Fresh perspectives. Cape Town, South Africa: Pearson Education. Read More