Design an organization motivation plan that encourages: high job satisfaction, low turnover, high productivity, high-quality work
There is a direct connection between employee motivation and job satisfaction. Although our company prides itself on its employees, from a legal standpoint, we cannot entice our workers individually. It must be presented equally across the board. However, a plan which creates an atmosphere where workers are motivated to perform at a higher level should be set into motion. Our plan to motivate includes language regarding job security. Job security is centered on the employee’s ability to meet the goals of the company. Opportunities that encourage the use of employee innovation will be created to expand the products and services offered by the company. Employees will also be equipped with the proper resources to assist them in better performance. Some motivational resources include educational training, job rotation, pay raises time off awards and bonuses.
This plan will also encourage the communication between leaders and workers. Leaders must ensure that all workers are included in the review of daily operations of the company. Not only will this provide the workers with the ability to discuss with managers those processes that are not beneficial to the company, but will also allow them to discuss possible alternative replacements. In turn, management is able to recognize the strengths and weakness in individuals. For example, some workers may exhibit characteristics such as strength in leadership, communications and innovation. Others may not exhibit those characteristics. However, the motivational plan created by management should be built around those areas of development which w...
... middle of paper ...
... of Goals
Critical Accountability, openness and compromise
Tenure Employee Development, Promotion potential Cohesiveness
Works Cited
Barney, Jay B. & Griffin, Ricky W. (1992). The management of organizations: Strategy, structure, behavior. Boston: Houghton Mifflin Co.
Schermerhorn, J. R . , Osborn, R.N. , & Uhl-Bien, M. , Hunt, G. J. (2012). Organizational Behavior. New York: John Wiley & Sons.
Business Dictionary (2014). Motivation; Retrieved from: http://www.businessdictionary.com/definition/motivation.html Train2GainUs (2006) Eight Tactics to Motivate Minimum Wage Employees :Retrieved from: http://train2gainus.wordpress.com/training/eight-tactics-to-motivate-minimum-wage-employees/
Business Insider (2013) Five Workplace Innovations That Increase Productivity Retrieved from http://www.businessinsider.com/5-workplace-innovations-that-increase-productivity
An inadequately motivated employee can be very costly to the organization. Where the quality and quantity of work produced by the employee is just enough not to be fired. Job satisfaction and commitment is lacking and the employee is not motivated to work. This performance can drastically affect the bottom line of the organization whether it be financial gain or otherwise. With the changing nature of work, organizations today tend to be much flatter and slimmer than they were 20 years ago (McGreevy Malcolm, 2003). To manage and adapt to the changes the organization must have committed employees to be able to not only cope but to excel and succeed.
Robbins , Stephen P. and Judge, Timothy, A. Organizational Behavior. Upper Saddle River, New Jersey. Prentice Hall. Pearson Custom Publishing. 2008 Print
Moorhead, G. & Griffin, R. Organizational Behavior: Managing People and Organizations. Boston: Houghton Mifflin Company, 2001.
Kreitner, R., & Kinicki, A., (2004). Organizational Behavior (6th ed.). New York: McGraw- Hill/Irwin. pp. 406- 441.
Kinicki, A., & Kreitner, R. (2009). Organizational behavior: Key concepts, skills and best practices (customized 4th ed.). New York, NY: McGraw-Hill Irwin.
McShane, S.L. and Von Glinow, M. A. (2009). Organizational Behavior: Emerging knowledge and practice for the real world. McGraw-Hill.
Incentive reward engagement offers a win-win situation for the employees and the company. Kelleher believes that incentive is a form of recognition and builds engagement through company’s and employee’s obligations towards a common goal (2014). The company has a “Growth Incentive Scheme” for the production workers. Special monetary incentives are provided should the workers achieve the monthly output target. Through the rewards, employees feel motivated towards their work and thus, contribute towards the company’s
Dwight D. Eisenhower once said, “Motivation is the art of getting people to do what you want them to do because they want to do it.” Studies have found that high employee motivation goes hand in hand with strong organizational performance and profits. Therefore, managers are given the responsibility of finding the right combination of motivational techniques and rewards to satisfy employees’ needs and encourage great work performance. This becomes a bit more challenging as employees’ needs change from one generation to another. Three of the biggest challenges a manager faces in motivating employees today are the economy and threats to job security, technological advances, and company cultures that primarily focus on the bottom line.
Ivancevich, J., Konopaske, R. & Matteson, M. (2011). Organizational Behavior and Management. NewYork, NY: McGraw Hill.
Research has shown that motivation in an employee is an important factor which determines his performance. Motivation is the “driving force within individuals” (Mullins, 2007, p. 285). It is the concerned with finding out the reasons which shape and direct the behaviour of the individuals. The people act to achieve something so that they can satisfy some needs (Gitman and Daniel, 2008). It is important for the manager to understand this motivation of individual employees in order to inspire them and devise an appropriate set of incentives and rewards which would satisfy the needs that they have individually (Kerr, 2003). Once these needs are expected to be met in return for some specific behaviour or action, they would work more diligently to have that behaviour in them and to achieve that objective (Meyer and Hersovitch, 2001). Since it would lead to early and fuller achievement of the company objectives as the individual would work more diligently, it would lead to better organizational performance (Wiley, 1997).
Robbins, S. P., & Judge, T. A. (2011). Organizational behavior (14 ed.). Upper Saddle River, NJ: Pearson.
majority of employees need motivation to feel good about their jobs and perform optimally. Some employees are money oriented while others find acknowledgment and accolades personally motivating. Motivation levels within the workplace have a point-blank impact on employee effciency. Workers who are driven and excited about their jobs carry out their obligations/duties to the best of their capacity and generation numbers increment therefore. An impetus is an inspiring impact that is intended to drive
Robbins, S. P., & Judge, T. A. (2011). Organizational behavior (14 ed.). Upper Saddle River, NJ: Pearson.
Motivation can be one of the greatest and most important aspects inside a workplace, as it enables employees to find their incentive to work harder and achieve different types of goals. Motivation can be identified and accomplished by elaborating a job design that helps keep employees happy considering the different environmental factors of the integrative framework when applying organizational behavior. A formal definition states that job design “refers to any set of activities that involve the alteration of specific jobs or interdependent systems of jobs with the intent of improving the quality of employee job experience and their on-the-job productivity” (Kinicki 168). Job designs help structure jobs and the different tasks needed to accomplish
Kolb, D. A., Osland, J. S., Rubin, I. M., & Turner, M. E. (2007). The Organizational Behavior