The key booster of performance in any industrial setting and office in general is pegged on the level of the motivation that the staff has, which consequently acts as an incentive to fabricate more output and to offer extra exertion. Indeed, for the employees’ performance to rise, the management and other requisite authorities have to put into consideration the various modalities of motivating the staff within and outside of the working environment. Consequently, this acts as the direct incentive for the rise in productivity capacity of an individual. Taking this into consideration, I, as a manager of the firm, decided to find out the means, by which we can motivate our employees, as we undertake the process of downsizing our department within the organization.
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The progress of any business is mainly determined by the investments in the internal human resource. Indeed, this motivation may take various forms, such as health benefits, vacations or homemade birthday treats. These aspects help to build up a fortified team of human resources. This, therefore, calls for the application of various motivational techniques that would result in the rise in the employees’ productivity. Therefore, I want to analyze the various techniques that I would use to improve the employees vigor and agility in the delivery of services to the organization through motivation (Miller, Rollnick, 2002).
First, as a manger, I would encourage personal growth outplays a bonus. To achieve this, I tend to analyze the things that basically interest my employees. Consequently, I create a favorable environment for that to happen by facilitating each and every move towards their significant accomplishments. For instance, industrious staff seems to be interested in the world more than anyone else in the company. Indeed, whenever the organization undertook any measure to boost its singled out objectives, such an employee was always interested in knowing more about the results, while at the same time was trying to create a state of comfort and satisfaction. For instance, when an organization sends delegates overseas, the employee is always interested in understanding the outcomes of the delegation and the impact that it has on the performance of the organization. This helps me, as the manager, to single out the distinct characteristics in the individual employees that may deem fit for recognition in order to boost the spirit for more fondness. Indeed, this may also incorporate the identification of employees, who are ready to devote their extra time to the various performance platforms of the organization (Farr, Tippins, 2010).
Indeed, it’s conspicuous and obvious of such employees, and this calls for my attention and always keeps the interests of such employees in mind. Devotion, especially in the event of any task within the organization, means that the employees undertake a thorough accomplishment of their tasks pre-departure or commencement. As a result, I have to recognize such qualities through the provision of aspects that will further motivate the employees to provide further support to the organization to see it becoming successful. Indeed, I have to allow the employees to participate in the various organizational tasks through the provision of the necessary resources (Farr, Tippins, 2010).
Furthermore, as a manager, I also explore the employees’ motivational aspects with the notion that ‘status means more than money’. Indeed, the action of motivating employees is equitable to empowering them and acting in the capacity of giving authority to the employee. Consequently, the employees develop a sense of belongingness. For instance, an employee, fond of talking to the patients (clients) online, suddenly has an urge to meet them in person. Consequently, as a manager in charge, I had to provide the physical support for the realization of this dream by facilitating a field trip to meet the respective clients of the organization. By so doing, I increase the employees’ vigor and the ability to work more, because the trip acts as an incentive to perform in anticipation for another treat in the future. On aggregate, this makes the organizational output to increase in the long run. Moreover, I entrust the employee with the identification of the most suitable destination, which further adds up the employees’ agility and sense of belonging, which consequently increase the output ratio. In addition, I thought that incorporating their every effort could be the best treat that would make them feel accepted in the organization.
As we shift to yet another outlook of our department, the organization expects our output to change in a special way. In particular, the output of the organization is expected to rise beside the improvement in our social status. Additionally, the employees also need to experience a change in their modes of operation as far as the appraisals are concerned. Consequently, I have to embark on the new modalities of recognizing striking performance and the subsequent appraisal thereof. The employees, motivated by the prospects of appraisals, increase their respective outputs per unit of time, which consequently leads to the achievement of the organizational objectives. This will also reflect on my own output through the excellence of my department (Alexander Hamilton Institute, 1979).
In addition to this, I found it important to focus on the perks as the key motivators that pave the way for self-discipline within the scope of the organization. With the growth in the order-fulfillment, the staff called for a way to motivate by curbing their errors, as well as increasing their team-spirit. Indeed, the organizational performance in general and of my department in particular, could be improved through the organization of motivational forums that would take the employees concerns and expectations outside the organizational premises. Moreover, out-of-job retreats will make the employees to feel motivated to resume the office duties and also to break the monotony of job environment. These form some of the major motivating methods that would help the organization in the improvement of its performance. Other probable viable means are as pointed out earlier, recognition and the personalized approach toward the motivation of the employees. Indeed, the latter calls for me to ask individual employees within my scope of responsibility what is it that motivates them (Dart, 2011).
According to Herzberg’s motivational hygiene theory, the motivation is associated hand in hand with some requisite motivational factors. For instance, the motivation related to the content of work has a hygienic standard of relativity to context and environment thereof. On the other hand, motivation, which acts to promote satisfaction, has a complementary hygienic standard that only prevents dissatisfaction. Herzberg also argues that only the neo-human school tries to address motivation, but the hygienic response lies in the ‘Taylor’ or salary and the ‘Mayo’ interpersonal relations. Indeed, this approach towards motivation counters long time of ‘Taylorism’ which attempted to dismantle the work into its constituent components and seize the responsibility from individuals for the plan and control (Farr, Tippins, 2010).
On the other hand, Argyris argues that the needs and necessities of people must be considered side by side with the needs of the firm or organization in general. According to him, classical models of organizations uphold immaturity. Consequently, it is paramount to ponder and understand the necessities of the employees and integrate them into the needs of the organization. Argyris considered this to be the only way that members of the staff can be cooperative, rather than defensive or aggressive (Alexander Hamilton Institute, 1979).
Furthermore, the system theory focuses on the complexity, as well as interdependence in relationship within the organization. Indeed, great emphasis is accorded to the organization itself, as a system, which takes a number of inter-related sub-systems, which define its success. Indeed, this sensitized the classical approaches with the human relations approaches; thus, incorporating the psychological, as well as social, aspects. Therefore, this necessitated the motivational aspect of an organizational management. Consequently, a system is described as both the part and the whole. For instance, the modern NHS is a care trail for patients and, therefore, it calls for a heightened health discipline in order to correlate. Finally, as a manager with a view to raise the organizational performance, I intend to integrate the employees’ welfare into the daily activities of the organization in order to reap the maximum from the employees.
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