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esponsibility of motivation because a certain percentage argues that it is the responsibility of the employee to motivate him or herself while others argue that an employer is responsible for motivating the employees (Dell 1993).
Hence, employees’ motivation is crucial for any kind of organisation. Lack of motivation can be detrimental to an organisation as it would lead to decrease in production, morale and customers. Diverse theories have emerged to show different motivation strategies that are necessary in organisations (Daft 2011). At times, individuals reach a point in their working lives when the level of motivation reduces especially due to personality that has a major contribution on the attitudes they have in their working places. In such cases, managers and supervisors have no control over personal attitudes, but can be able to handle those that ignite employee into losing their motivation for instance poor payment and poor working condition.
Conversely, numerous factors cause employees to lack motivation especially when working in an environment that is not bored and lacking the necessary trust for the management. In addition, the fact that employees are not given chances to learn new skills and grow within an organisation are great contributors to lack of motivation.
According to Lauby 2005, motivation of employees requires time as most of the employees are not motivated in the same ways. In essence, employee motivation depends on the priorities that they have in life. Once the managers understand the values of employees then rewarding becomes simpler. Of importance to note is that, motivation depends with individuals, values, and motivation factors of managers may be different from those of employees. Moreover, money is one of the most powerful tools in employee motivation. Consequently, this had not been the case as most organisations are said to underpay their employees when the employees have greatly contributed to the welfare of the ...
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Motivation can be defined as forces within an individual that account for the level of direction, and persistence of effort expended at work (Schermerhorn, Hunt, Osborn). Companies that have motivated staffs are able to achieve a higher level of performance.
Organizations are made up of individual members who are central to the organizational behaviour and essential in any behavioural situation even when they act in isolation or part of a group in response to organizational expectations. Organizations are structured in certain ways in order to attain the different goals, while considering that structure of an organization has the ability to help or hinder its progress toward accomplishment of the goals.
The conclusion from this study states that from the several motivational theories and different studies, it can be construed that developing motivating workforce is a complex phenomenon; that cannot be always done through monetary tools. Nonfinancial elements play an even more crucial role in motivating the workforce and several studies endorse this truth.
It further includes the modification of behaviour via learning through instruction development and planned experiences (Adegoke 2011, p. 3). All training affects an organization through its employees by improving their capacity to perform more efficiently and therefore give more output because they form the most crucial resources, and without whom the organization may not perform at all.
While managing resources, managers even have the task of leading the human resource of an organization and they tend to perform this task my motivating the human resource in order to attain the aims and objectives of the organization (Bach, 2013, p.212). Employee motivation is the drive that pushes individual employees into working hard towards the achievement of an aim or objective that is critical for the success of an organization.
In order to lead and direct the workforce, managers have to motivate employees as the individual level. In order to motivate employees, managers can use one of the several theories that can help in motivating the workforce including the Job Characteristics model.
Conversely, the problem with most incentive programs of an organization is that they center exclusively on the submission of outcomes and overlook the three beliefs that are the key to making the motivation solution work:
Accepting that these beliefs are decisive preconditions for motivation helps to explain why incentive programs generally yield such lackluster results.
Similarly, the English principles of self-government took root in their colonies in America, and later in the United States.
Different European colonies in the new world of America built their economies according to their geographic location and natural
There are other managers and HR officials who believe that financial and material rewards are not motivating factors for employees. These professionals believe that employees of a business organization are motivated
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