In order to be an effective manager, one must be able to determine an employee's personality, and find the best ways based upon their personality to motivate the employee. Failure to tie motivation to an individual employee is a recipe for failure. The manager may in fact get lucky, and stumble upon the correct motivation for an employee, but chances are that any attempt to provide motivation not based on the employee will result in a waste of resources, and will have little to no benefit for the employee and in some cases have a negative effect on employee motivation.
Employee personality
John has been with the company for a little over two years. He is a hard worker and has already proven his ability to quickly adapt to any situation. In the short two years has become one of the best employees in the department, in fact he was awarded the "Employee of the Year" for his hard work and dedication last year.
On the Myers-Briggs Type Indicator (MBTI) (Robbins, Decenzo & Coulter, 2013) John scores high on Introversion, Intuition, Thinking, and Judging. John prefers to work with minimal outside distractions and oversights, and it comes to solving problems John prefers to work it out himself rather than ask for assistance. When solving particular problems John will think the problem out before he acts on the solution to ensure that he is correct. When it comes to assuming a leadership role John will do it although he prefers to lead by example rather by words although he is willing to direct the younger employees when they need it.
John is also a member of Generation Y (Gen Y) ,and as such hold many of the traits that are described in exhibit 9-6 in Fundamentals of Management (Robbins, Decenzo & Coulter, 2013). He holds high expect...
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Chung Hee, K., & SCULLION, H. (2013). The effect of Corporate Social Responsibility (CSR) on employee motivation: A cross-national study. Poznan University Of Economics Review, 13(2), 5-30.
Robbins, S., Decenzo, D., & Coulter, M. (2013).Fundamentals of management. (8th ed.). Upper Saddle River: Prentice Hall.
Skiba, M., & Rosenberg, S. (2011). The Disutility of Equity Theory in Contemporary Management Practice. Journal Of Business & Economic Studies, 17(2), 1-19.
Surveys Say Workers Value Recognition, Virtual Rewards More Than Financial Incentives. (2013). Report on Salary Surveys, 20(7), 15.
The millennial generation is made up of people that were born from 1978-1999. People from older generations say the millennial generation people are growing up being unprepared for the real world. In an article titled “The Tethered Generation” written by Kathryn Tyler she talks about why the millennial generation is so different than any other generation. She also explains how they depend heavily on their parents well into adulthood. In this article Tyler allows the reader to see why HR professionals are worried about the millennial generation entering their work force. Using Toulmin’s schema the reader can judge the effectiveness of Tyler’s essay to the audience, and this schema is used to persuade the audience to
When employees were asked, what factors could be changed at USAA to help maintain employee motivation levels, a couple of them answered with, “higher wages” and “more money”. This response corroborates other studies regarding pay which state surveys will more likely under emphasize the importance of pay relative to other motivational factors. (Rynes, Gerhart & Minette, 2004). “Financial incentives had by far the largest effect on productivity of all interventions. For example, pay was four times more effective than interventions designed to make work more interesting.” (Rynes, 2004). One reason for this phenomenon is social desirable responding. It should be noted, that although pay may be under reported, the results indicate other factors are also important for employee
Bell, R., & Martin, J. (2012). The relevance of scientific management and equity theory in
Cassidy, Carlene M. "Chapter 6, Chapter 16." Management. By Robert Kreitner. Mason, OH: South-Western Cengage Learning, 2010. N. pag. Print.
As a matter of fact, the manner in which they handle their children at home, managing their expectations should be the actual case in the work places. The generation Y employee is a constrained bomb of ideas, innovations, and expectations which only then transforms to expectations. The point is, these young employees have abilities that lack capacities. So now they look unto the generation X, the management to feed these capacities, as much as they may do this in a shrewd manner definitive of their expectations (Vaiman & Vance, 2008) Ideally, the generation X should be ready to embrace change in whose case the models of change should be very instrumental to help them manage the generation Y and their ideas and suggestions of change. The synthesis of the two conflicts now becomes the fusion of cultures to end up with a stable understanding of procedures for the young employees and a modern inception and injection of modern ideas into the long held organization cultures,
An organization’s Corporate Social Responsibility (CSR) drives them to look out for the different interests of society. Most business corporations undertake responsibility for the impact of their organizational pursuits and various activities on their customers, employees, shareholders, communities and the environment. With the high volume of general competition between different companies and organizations in varied fields, CSR has become a morally imperative commitment, more than one enforced by the law. Most organizations in the modern world willingly try to improve the general well-being of not only their employees, but also their families and the society as a whole.
Matthews, G., Deary, I. J., & Whiteman, M. C. (2009). Personality traits. Cambridge, UK: Cambridge University Press.
It is more imperative than ever for leaders to recognize the expectations of millennials entering the workforce. Leaders are starting to recognize that millennials are interviewing the organization just as much as leaders are interviewing the milliennials (Lyons, Ng and Schweitzer 2010, 282). This is a first for employers that never really had to show off their companies, especially when it came to entry-level positions. Research shows that millennials understand that their first jobs may not meet all of their wants and needs, and that they may need to accept a less than ideal position right away to meet their long-term career expectations (Lyons, Ng and Schweitzer 2010, 288). Millennials are looking for more than just a job or climbing the ladder (PwC 2011, 10).
Business Dictionary (2012) suggested that attitude is influenced by personal choices of actions, and responses to challenges, incentives, and rewards. It serves as rationalization for the concealed or unconscious impulse that it depends on for further rationalization to itself. That is, why the research needs to carry out the study about the perceptions and attitudes that the internal publics have on CSR activities in this bank. As an example, Lowe, Schellenberg, and Shannon (2003) found that workers who rated their work environments as “healthy” (task content, pay, work hours, career prospects, interpersonal relationships, security) reported higher job satisfaction, morale, and organizational commitment and lower absenteeism and intent to quit.
The “Generation Divide” (Biro, 2013) is a challenging problem for the leadership in today’s culture. The gaps between these generations are a concern organizations are confronted with. Today’s workforce includes four generations spanning more than 60 years in age (Cogin, 2012). Strategies aimed at attracting, retaining, and engaging employees of all ages are strategic concerns that employers are focusing on (Cogin, 2012).
A person who holds a managerial position inside an organisation is required to think conceptually and strategically in order to achieve the company’s goals. Management involves more than just telling other people what to do. Before, there used to be five management functions which were planning, organising, commanding, coordinating and controlling. These five management functions was proposed by a French businessman named Henri Fayol. But today these functions are reduced to four which are planning, then organizing, leading and controlling. The managers of tomorrow will not be a better man than his father before him this is because it is said that the Y generation are even worst than the generation before them "If these generations cannot accumulate wealth, they will be less able to support themselves when unexpected emergencies arise or when they eventually retire," (Woodruff, 2015) “They want everything,” says Campbell. “They want the time off. They want the big bucks.” (Moore,
I believe that in order to properly motivate your employees a manager must first find out how and what different strategies will work for which employees. There are many ways to motivate workers, but I think there are more effective strategies that work on some workers than others. That being said I believe that managers must get on some sort of personal level with their workers in order to efficiently motivate them to work harder and reach the company’s goals.
In any organization, sometimes, monetary schemes doesnot get people involve to pursue work in a certain way, rather it demoralize and threatens the self-esteem of employees. According to Meyer (1975), “the basis for most of the problems with merit pay plans is that most people think their own performance is above average”. The amount may ...
Robbins (2013) recognizes that baby boomers have an enormous hard-working attitude with a definitive want to characterize themselves through their expert achievements. Baby Boomers, born between 1946 and 1964 value their achievement, ambition, loyalty to career and dislike to authority in competitive workplace (Robbins and Judge, 2017). Gen Xers, born between 1965 and 1977, who are independent-minded like work-life balance, team-oriented, loyalty to relationship and dislike of rules. The generation born between 1978 and later, known as Millennials value flexible hours, teamwork and collaborative culture, career development, loyalty to both self and relationships with employers and dislike the formality of regular meetings if there
Erickson, Tamara J. Plugged In: the Generation Y Guide to Thriving at Work. Boston, MA: Harvard Business, 2008. Print.