Tips to Motivate Employees - Assignment Example

Portfolio Assignment Portfolio Part 1: Recommendation Report to Motivate Employees Employees are considered an important and crucial resource in every organization. Leadership theories include examining ways to motivate personnel towards the achievement of organizational goals. According to Martires and Fule, “the job of the manager is to develop and promote behavioral patterns that are consistent with the achievement of goals…To motivate people towards excellent performance is the primary tasks of the manager” (1). In this regard, the current discourse hereby aims to present a recommendation to motivate employees effectively towards the attainment of explicitly identified goals. Motivational Theories There are diverse motivational theories that have been closely evaluated in terms of their effectiveness in influencing people. Most of the studies initially establish the rationale for motivating people. Researchers and business practitioners have regarded that when managers motivate the personnel, they should be able to structure the work environment in such a way that the drives and needs of the employees are brought into play, instead of being neglected. The work environment should be made conducive to the satisfaction of those drives and needs so that workers may act in desired ways. In this regard, to motivate employees, leaders and managers must be aware of the different motivational theories, such as the need-based theories and process-based theories. In the need-based theories, it was revealed that “the manager’s job is to identify what people need and then to make sure that the work environment becomes a means of satisfying these needs” [Cha112]. Concurrently, process-based theories were noted to “use the mental processes of employees as the key to understanding employee motivation” [Cha112]. Therefore, the managers must be able to discern diverse factors that could apparently influence employees towards achieving the organization’s goals. Through training, application of motivational theories, examination of the needs and drives of the subordinates, and awareness of the situation, managers should be able to apply the needed motivational theories that would facilitate influencing followers towards defined goals. Effects of Motivation It was emphasized that “motivation energizes behavior and gives it direction. A motivated person will work harder and preserver longer than an unmotivated one” [Mar041]. Therefore, organizations would be better off maintaining motivated personnel to ensure that a high quality of job is sustained; as well as high productivity and performance would be manifested, as required. Likewise, Martires and Fule also disclosed that culture plays an important part in motivating employees. As revealed, “from one culture to another, the same needs may exist but in different intensities and in a different hierarchy. That need hierarchies can differ between cultures and indeed, among individuals within the same culture” [Mar041]. As such, managers must not overlook cultural diversity as a crucial factor in the motivational process. In many part of Asia, for instance, it was revealed that “the Confucian tradition places a higher value on community and harmony, than on individual drives. Asian societies typically emphasize family ties, group cohesion, conformity, loyalty, hard work, and perseverance” [Mar041]. Employees of Asian descent would therefore be deemed motivated by factors that incorporate these values and beliefs in family ties and collectivism to impact on their levels of productivity and overall job satisfaction and performance. Likewise, it was asserted that in Western societies, liberalism and individualism is considered predominant [Mar041]. Therefore, in Western societies, the manager should be able to apply motivational theories that emphasize individual work and evaluate performance based on individual efforts, as contrasted to collective endeavors. In addition, motivated personnel were revealed to be satisfied in their jobs and therefore, there are lesser tendencies for high turnover rates or absenteeism in the work place. High turnover and absenteeism contribute to costs in the organization in terms of the need to replace and train new employees, as well as contend with losses in productivity when employees are frequently absent from their work. Analysis of the Issue This means that there is no sure formula for motivating employees. The reasons behind this is that employees have different personalities, needs, and drives that need to be closely evaluated according to the situation and setting. Likewise, as noted, cultural differences play an important role in the motivational process. Therefore, these key factors need to be incorporated by the managers through an accurate assessment and understanding of their subordinates prior to designing a motivational program that would be effective in their respective work settings. Concurrently, the organization would also have a different set policies that could have designed motivational programs according to their resources and the organization’s goals. Hull recommended five ways to motivate employees through the provision of: (1) bonuses; (2) perks; (3) amenities; (4) education; and (5) positive recognition. The resources of the organization (money, managerial talents and competencies, as well as the philosophies of the shareholders) play a significant part in the design of motivational programs. Likewise, the mission, vision, and goals statements are relevant as a guiding strategy to defined targets that need to be achieved. Therefore, managers who are expected to have learned the theories of motivation should be able to design programs that cater to their organizational needs and requirements. Recommendations Overall, it is believed that communicating the motivational program to employees is also crucial to ensure its success. Thus, it is hereby recommended that managers should be able to discern the most appropriate motivational theory that would fit the needs, drives, and personalities of their subordinates; as well as the goals of the organization. It was emphasized that “the right combination of incentives/motivation and a positive work environment can keep employees happy and more productive” (Hull 1). Likewise, it was asserted by Martires that it is possible to be entrapped in the intricacies of human behavior and it is easy to go astray in a maze of theories. Furthermore, since there are no complete theories of motivation and there is no one theory on which all managers and workers agree, an attempt to pull together the relevant part of the above-mentioned theories is made to offer an overall framework for considering motivation in organization” [Mar043]. The crucial factors that policy makers and decision-makers must integrated in designing motivational programs would initially start with the mission and vision statements, as well as the goals to be achieved. These should be communicated explicitly to all personnel as a guiding framework for achievement. Likewise, managers must be aware that environmental factors, such as socio-economic and political conditions of the country also influence the individual’s personality, mental ability, and educational background. Further, organizational variables like the structure, goals, size, and technology are considered impacted upon by the environmental factors. From viewing external and macro-environmental factors, managers then closely assess the personal motives, as well as job and reward expectations of the subordinates. As emphasized, “workers’ expectations of themselves, of their work, and rewards as influenced by the individuals and the organizational variables stir them to exert efforts to perform” [Mar043]. Therefore, the motivational strategies and programs that must be designed should take into account these above mentioned factors to ensure that workers would be effectively encouraged and influenced to attain high levels of productivity, job satisfaction and performance in attaining identified organizational goals. Overall, because man is whole and entire, it is usually difficult, if not impossible, to state where one variable ends and another motivating variable begins. The process of variables interacting, interrelating, and intermeshing with one another is dynamic, fluid, and tenuous. Hence, the elusiveness of motivation often defies quantification and exact calculation. Therefore, managers cannot, with pat sureness, predict subordinates’ behavior with exact accuracy. This is what makes man most exciting and challenging to deal with as a resource in the organization. Likewise, this is what makes the roles and responsibilities of a manager equally challenging; yet rewarding. Complaint Letter Dear Mr. Brown: Pursuant to our telephone conversation last March 20, 2014, as the manager of EFG Corporation, I have relayed that I would like to request for a refund for the full amount paid for reserving a conference room and five cottages supposedly for a company outing scheduled on March 30, 2014. I saw your advertisement online which showed the amenities at your resort, including picture of the cottages. When I showed the pictures to my boss, Mr. Richard Green, he immediately advised me to make a reservation for the said date. Likewise, he also requested me to make an ocular inspection to ensure that what had been advertised is the same as the actual accommodations that we would have reserved for. I made the reservation last March 15, 2014 and paid for fifty percent of the full amount, as required. Thus, I made a total deposit of $2,500 to your indicated bank account. I made an ocular inspection last March 19, 2014 and to my dismay, the accommodations were entirely different from that which was advertised. Your reservation personnel informed me that the advertisement which I saw was the old advertisement for another beach resort that has already been sold to XYZ Corporation. In this regard, I would like to reiterate that we are demanding a full refund of the amount that we have deposited for the reason that your resort falsely advertised accommodations and amenities to lure customers into making reservations. Please issue a check in favor of our company for the amount of $2,500 as we are recalling the reservation placed and would be looking for other accommodations for our company outing. I hope you would remove these old advertisements from you online site as needed; otherwise, I would be forced to report the matter to the authorized agency to recall your license to operate. Sincerely, Letter to the Editor Dear Editor, I have just read the article entitled “A Quick Way to Cut College Costs” written by Steve Cohen who contended that there is a need to recomputed the student’s expected family contribution (E.F.C.) as a way to establish a more accurate computation of financing college education. As emphasized, the E.F.C. is actually computed by the federal government based on a Free Application for Federal Student Aid (FAFSA) form. It was therefore commendable on the part of the author to expose the manner of computing the E.F.C., which, by no means, is deemed realistic nor potentially viable. As asserted, “since Congress controls the E.F.C. formula, it makes sense for political leaders who are serious about controlling college costs and student debt to start by making the E.F.C. more realistic” [Coh14]. One agrees with the assertion for the reason that the E.F.C., by referring to its term, should seek inputs from the members of the family to determine the amount of contribution that could be afforded. It was actually recommended that the E.F.C. be cut by as much as 75% to make college costs for affordable to deserving and worthy students. At the rate that the costs of college education continue to rise at exorbitant rates, there is no wonder that students have been burdened with financial loans even before they could start a career. It is therefore high time that the components that are integrated into the student loans be examined, re-computed, and revised to keep abreast to the changing needs and demands of the times. Sincerely, Reference Letter Re: Recommendation Letter for George Newton as Manager Dear Ms. Smith: It is with great honor and pleasure to recommend George Newton as manager in your prestigious company. I have known George for the last five years when he applied with our company, the DEF Corporation as Sales Supervisor. He was one of the best sales supervisors who I have had the chance to interact and related with. As his manager, his performance evaluation reports were always exemplary. He consistently surpassed the sales quota and even went out of his way to address customers’ concerns. In the five years that I knew George, his genuine enthusiasm for undertaking his responsibilities were highly commendable. When he applied for an educational loan to pursue his MBA degree, three years ago, it was I who recommended him to the program in his chosen university. As such, he is now equipped with advanced knowledge and skills to perform the role and responsibilities as a manager. Aside from this educational background, he has been an excellent team player, a good decision-maker, a highly competent problem solver, as well as an effective communicator. He also exudes remarkable customer service skills and interpersonal skills. I am confident that he would be an instrumental contributor to your organization through the qualifications and competencies that perfectly match your requirements. If you need more information from me, I could be contacted at any of the following numbers: 99886777 or hijklm@yahoo.com. Sincerely, Works Cited Cha112: , (Chapter 14. Motivating Employees 11), Cha112: , (Chapter 14. Motivating Employees 28), Mar041: , (Martires and Fule, Management of Human Behavior in Organizations 2), Mar041: , (Martires and Fule, Management of Human Behavior in Organizations 9), Mar041: , (Martires and Fule, Management of Human Behavior in Organizations 6), Mar041: , (Martires and Fule, Management of Human Behavior in Organizations), Mar043: , (Martires, Human Behavior in Organizations 44), Mar043: , (Martires, Human Behavior in Organizations 46), Coh14: , (Cohen par. 17), Read More