If held accountable for unacceptable behaviors, it will often turn this performance around. If not, after a certain amount of warnings, it becomes obvious that this person does not take his job very seriously, and therefore may be dismissed. Accountability in the workforce holds each employee responsible for his or her actions. This can include getting to work on time, maintaining a work schedule, and being able to fulfill the requirements of the job.
As manager it is your job to find out what it is that motivates that employee and provide that atmosphere or environment for that individual. Another myth is that money motivates and employee. Money is definitely something that is desired by all. However money essentially just keeps employees from getting less motivated. Fear is also not a good motivator.
The purpose of this paper is to evaluate how employee motivation can be developed when employees are tightly controlled by management. In an organisation employees are the key resources of the firm’s success, thus organisations need to motivate employees in order to expect better performance and efficiency. Employee’s who are motivated in the organisation work harder, perform efficiently, produce higher quality of quantities and engage in more activities in the organisation. Motivation is a concept when organisations encourage and influence it’s employees to perform better which results to rewards either intrinsic or extrinsic. Motivation not only focuses on behaviour and the performance of the employee, but also on the attitudes that influence them due to the choice of actions (Hutchinson 2013).
According to Greenberg (1999), motivation is defined “as a process of arousing, directing and maintaining behavior towards a goal.” Where “directing” refers to the selection of a particular behavior; and ‘maintenance” refers to the inclination to behave with consistency in that manner until the desired outcome is met. Motivation is the force that transforms and uplifts people to be productive and perform in their jobs. Maximizing employee’s motivation is a necessary and vital to successfully accomplish the organization’s targets and objectives. However, this is a considerable challenge to any organizations managers, due to the complexity of motivation and the fact that, there is no ready made solution or an answer to what motivates people to work well (Mullins,2002). Mullins (2002) also classifies motivation into Intrinsic and Extrinsic types.
All employees analyze their environment and strive to be recognized and rewarded for their hard work and dedication they put into the company, in a word they are seeking justice. Justice can be defined as a person receiving what they feel they are entitled to and if they do not receive what they deserve the situation may board on injustice. Unfortunately in today’s society justice and appreciation are not given out to all those deserving (Pinder, 1998). A major problem to address is how to keep the motivation level high in a company when the employees do not feel appreciated. The Equity Theory touches on the effects these situations have on the employee’s motivational level.
Motivational problems among workers will cause the performance of the organization is threatened. Therefore, as a manager of an organization should identify the problem of motivation wise and intelligent among workers dealing with the problem based on theoretical methods that have been introduced. With regards to motivation theory approach pioneered by Fedrick Taylor stressing compensation or reward in the form of salary payments to individuals to encourage outstanding work performance. Hence the theory , we can find motivation problems faced by the employees based on the performance of the framework that does not have the quality or the quality of either form of products or activities required by the organization in order to achieve the goal. For example, employees often feel stress and dissatisfaction will do things work with negative emotions such as being lazy, not disciplined, not caring and sensitive in a case that occurred in the organization.
Firms may have the objective of profit maximization; it would be hard to find an employee who shared the same objective as the firm all the time. There is clear conflict between the goals. This inefficiency means motivation has a big part to play and solve the problem. However, the extent to which managers can change employee’s motivation is debatable since it can be said that it is human nature to be selfish and ‘impossible’ to be altruistic especially to an organization. Thus, it is crucial to assess different mechanisms (incentives and corporate in particular) which may help improve motivation with perspectives from economists, sociologists and psychologists.
Findings indicate a gap between employees and employers in talent management practices. Employees are looking for better training opportunities and some form of remuneration and recognition that demonstrates full potential at work, and a decent work environment is important for employees to be innovative and perform better at work. Management transparency and open communication is essential to build trust which cultivates commitment and job satisfaction that eventually retain talent. Generation X managers find it difficult to manage their generation Y subordinates due to differences in value and attitude towards work. However, few have noted that open communication and equal treatment can help to manage this generation gap.
Often, the main goal of the employees is to get their job done with little discretion of the company’s revenues, which is the overall organizational goal. A conflict of interests in terms of organizational objectives and individual goals has led to failure of many businesses. In fact, firms have improved their performances after aligning their goals to be consistent with their staff members’ overall organizational profitability. Furthermore, it is important to get in place a good motivation system. In order to extract good performances from employees, it is essential to motivate them.
There are many factors, beyond the control of management, that play a role as to why many employees are disengaged. In these ghastly economic times, when organizations are consistently downsizing, many employees feel that the organization as a whole does not care about them as individuals. “It is essential to communicate with employees and create an environment where they feel involved” (Walker, 2012, p.257).What benefits can a well-motivated employee, or a group of engaged workers, bring to an organization? They bring better productivity, as a motivated employee can produce astonishing quality of work. When an employee is motivated, they engage better in their job performance, contribute more ideas and participate more in their everyday tasks.