Data Collection Methods
In 2017, top-level management asked all federal employees to participate in the Federal Employee Viewpoint Survey. From the results of that survey, the WRO management team compared their scores with those of other federal agencies, the Department of Defense, and the Defense Contract Audit Agency. The results specific to the WRO suggest that employees are experiencing lower levels of employee motivation in comparison to the other offices examined. To determine why employee motivation was low, the WRO management team created a follow-up survey and distributed the survey to employees and management at the WRO. The questions that were asked in the follow-up survey were measured on a 5-point scale ranging from very dissatisfied
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However, we suspect that the 18% of dissatisfied employees may fall within your critical 20%. John C. Maxwell discusses this critical 20% in his popular book “Developing the Leader in You.” Maxell applies the Pareto Principle to business practicality by stating that 20% of your workforce will produce 80% of your results (citation). Given that our analysis of rewards, participation and growth opportunities appear to be adversely affecting high performers the most, we must suspect that the dissatisfied 18% may be comprised mostly of our top 20%ers. Given that they are responsible for 80% of the organizations output this impact is much greater than it may appear on the …show more content…
Having your employees actively participate in their career planning and enrichment gives them the sense that they do have control over their futures. By using participative management, the WRO can potentially unleash benefits such as lower turnover rates and higher labor productivity while increasing employee productivity, motivation, and job satisfaction (Robbins & Judge, 2014.) Most often individuals tend to be more motivated in areas of their lives that they feel they have some control in their development. By creating cross-training opportunities, the WRO management will create team cohesion because everyone is learning from each other. Additionally, cross training will give auditors the knowledge, skills, and abilities they need to prosper in future management capacities within the agency.
Action Plan
We have summarized our recommendations for WRO management in the form of an action plan management should implement over the next two months. The action items address what we have identified as the three main root causes of low employee motivation within the WRO. Implementation of these action items will neutralize the root causes, therefore decreasing the occurrence of their related symptoms, and will drastically improve the overall problem of low employee motivation.
Reward
USAA defines itself by its dedication to help manage military members’ finances throughout their military career and beyond. (usaa). USAA and its employees are simply already motivated by serving the military community because those in the military have sacrificed so much to serve their country. Serving those in the military gives employees a sense of purpose and doing meaningful work. Motivating employees isn’t that simple though, therefore USAA’s motivational techniques have been analyzed in order to determine what areas the company is succeeding in and what areas need improvement.
Intrinsic and extrinsic types of motivation have been widely studied and the understanding of each has led to great changes in how organizations run their businesses. It is clear that hourly employees have many great extrinsic motivators but lack intrinsic motivation in their job assignments which is a characteristic of our work culture. Changing the culture is one of the keys to improving motivation at that level of the organization because the best motivation occurs when employees perform because they want to and not because they are being made to do so.
Training and development is essential to employee’s retention, loyalty and overall satisfaction. When employees feel there is opportunity within a company and diversity leading the way employees pride and productivity is enhanced.
Employee Motivation: A Powerful New Model? Harvard Business Review. Latham G.P. and Pinder C.C. (2005). The 'Secondary' of the 'Secondary'. Work Motivation Theory and Research at the Dawn of the Twenty-First Century.
Omar, M. W., & Jusoff, K. &. (2010). Employee Motivation and Its Impact on Employee Loyalty. World Applied Sciences Journal 8, 8(7), 871-873.
Employee motivation has always been a central problem in the workplace, and, as an individual in a supervisory position, it becomes one’s duty to understand and institute systems that ensure the proper motivation of your subordinates. Proper motivation of employees can ensure high productivity and successful workflow, while low worker motivation can result in absenteeism, decreased productivity rates, and turnover. A large body of research has been produced regarding motivation, and much of this research is applicable to the workplace. Due to the nature of man, motivation varies from individual to individual, and, because of this, there is no one system that is the best for ensuring worker motivation in every organizational situation, and, as a product, many theories have been created to outline what drives people to satisfactorily complete their work tasks. Throughout the course of this document, the three main types of these motivational theories will be outlined and examples of each, as well as how these theories can be used to further strengthen and sustain worker motivation....
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 and Judge define motivation by means of three elements. The first element is defined as being the process that account for an individual’s intensity which is concerned with how hard a person tries. The second element is direction that benefits the organization and the third element is persistence which is a measure of how long a person can maintain effort. Motivation is also driven by certain situations that vary between individuals and within individuals, at different times. (Robbins & Judge, 2007, p.186) These elements should not only be expected from employees but from managers as well.
Latham, G. P. (2007). Work motivation: History, theory, research, and practice. Thousand Oaks: Sage Publications.
The job of a manager in the workplace is to get things done through employees. To do this the manager should be able to motivate employees. But that’s easier said than done! Motivation practice and theory are difficult subject, touching on several disciplines.
One of the most important theories of HRM (Human Resource Management is that of ‘Motivation’. The purpose of this theory is to explain the role of an organisation in order to encourage its people to put in the best of their efforts and abilities in a way that will help further in achieving better outcomes for the business and organisation’s goals(Armstrong, 2001). There are various techniques that can be adopted to motivate people for instance, rewards, punishments, actions to satisfy needs, psychological processes etc. This world is developing at a rapid pace and due to this development and quick changes; new ways of working and managing organisations have emerged. These
An important part of the retention of staff, reducing staff turnover and minimising absenteeism at work is ensuring that staff are properly motivated. This is not as easy as it sounds. At first glance, you might be tempted to think that merely increasing wages is the way to motivate! Not so. Most thinkers on the subject would argue that motivation is a far more complex issue than merely 'money'.
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).
Today businesses believe that the sustaining of performance and competitive advantage to becoming a great organization. As an organization’s success depends on their employees’ performance, the value of specific individual employee has played an important role within an organization to be competitive. At that time, the value of each and individual employee and their satisfaction with their jobs are one of the key factors for an organization and organizations need to find ways to improve employee job satisfaction to achieve organizational goals.
Motivation, as defined in class, is the energy and commitment a person is prepared to dedicate to a task. In most of organisations, motivation is one of the most troublesome problems. Motivation is about the intensity, direction and persistence of reaching a goal. During the class, we have learned a substantial theories of motivation and many theories of motivations are used in real business. Each theory seems to have different basic values. But, they all have been analysed for one reason, recognising what motivates and increases the performance of employees. Ident...