Introduction
Being a manager is never an easy task as it involves the most complicated and complex elements of living. Humans are noted to be rooted along the concept of natural diversity; something that identifies well with the emergence of good concept of development especially when it comes to mandating the way individuals are directed towards achieving more and engaging in well-established policies and rules that are designed to help them function better. Each individual who is expected to perform for an organization based on a certain goal is known to follow a particular pattern of determination on how employees ought to provide what is needed by the organization and the sector of the community that the business is supposed to give attention to.
In the discussion that follows, four managers are to be interviewed and asked about the concept of how they function for their people. Considerably, the way these individuals behave towards those who they are supposed to lead affect the overall function of the organization. It could be noted closely that when it comes to mandating effective employee development, managers are at the highest form of control and authority on how the said individuals are to be given attention to.
Employee Interview Report
The first interviewee works for a company that holds at least 15 separate branches across the country with at 50 to 90 workers functioning in each branch. Notably, it could be realized through this data that his work is indeed demanding especially when it comes to determining the goals of the organization and making sure that they are reached accordingly. The employees are expected to perform according to the policies created for them to follow. The management releases updated policies every quarter of the year; understandably, such condition of development is expected to make changes on how the culture of the organization improves in line with the goals of the business.
Managing 50 to 90 individual workers in 15 separate branches of the business is quite hard, especially when it comes to formulating operations that are dedicated towards determining what is assumed as work-load considerations and scheduling. Most often than not, the concept of learning that the employees get from work could be applied accordingly to how they are going to improve themselves and the way they function for the organization. In this case, the first interviewee mentions the need to be balanced especially in understanding the need to deal with the diversified ideals of each individual working for the business. The practical way of dealing with the motivational needs of the said individuals involve distinct correlation with the emergence of modern technology and how the people from different branches could be brought together to be able to create a system of connection that intends to make every individual feel secure and assured to receive the support that they need especially in functioning well for the business.
The second interviewee is a manager of a virtual organization. Unlike in physically based businesses, virtual organizations are operated and supported through online connections. It could be analyzed that at some point, such condition of operation posts several problems especially in relation to how operations are to be mandated and managed according to the goals of the business and the desire to make a relative name in the market. Managers of such type of organizations are challenged as to how they would face the need to motivate people coming from distant areas of the world. Communication is an important aspect of the matter; however, as the second interviewee mentioned, there are times when communication itself may not be that easy to accomplish especially when considering connection and network issues. This, according to her, is one of the reasons why high rates of employee turnover are experienced in the organization. Nevertheless, the administrators of the business continue to research on what possible operations could be given attention to, so as to increase the competence of the managers to perform their duties for the people [amidst the distances that they may have against each other].
The third interviewee is a manager at a fast food chain, leading at least 50 to 60 employees per shift. She is expected to mandate the operations of the organization within two shifts in a daily schedule. This means that she has to make sure that the 120 employees are able to perform at their best while on duty. Given that the nature of the work is fast-paced, the interviewee mentions how tedious her work could be at times; especially during the holidays when customers flood the food chain branch she works in.
During these times, she makes sure that every individual working under her command is given the chance to take a rest every now and then to be able to re-charge out from the stress that they may be under during the actual duty-hours. Notably, she admits that there are instances when such conditions are often forgotten and helping her employees ease out from the pressure may not be as possible as it is during the lean days of business operations; nevertheless, she acknowledges the fact that it helps so much to make it easier for the employees to go through the day especially when they are given a heads up on what they are to expect during the day’s operations.
The fourth interviewee is a manager at a tutoring institution. She says that during her duty-hours, she is expected to manage at least 15 tutors catering to 7 to 8 students each. It is during these times when she is challenged to propose effective resolutions when tutoring problems arise. She notes that there are instances when the teachers are not fired up enough to complete their duties especially when the students show no interest to the subject or the lessons that they are being presented with. She mentions that motivating the teachers to work further involves the need to assist them in developing effective teaching strategies that the students would likely respond to.
She also mentions that every time the administrators hold a meeting with the managers, they are usually reminded of the need to be more attentive to the specific goal of retaining the loyalty and trust of the clients, the students, to be able to fuel the business’ growth pattern. Understandably, she intends to make sure that the time she uses to support the teachers’ operative applications and the time she spends looking through the evaluation of how the students responds to each approach that their instructors take into account has to be perfectly balanced if she wants to motivate the teachers working under her to function at a much better pace for the students and for the organization as whole.
Comparison of Results
As noted from the interview data, the managers who were interviewed presented different approaches to employee motivation. For the first interviewee, he viewed employee motivation as a daily routine. He made sure that the culture of the work operations he embraces would affect the thinking and working process of his team members thus affecting directly how they function for the organization. The second interviewee on the other hand viewed employee motivation as part of the process of management whereas they are given the chance to realize their worth through the attention and communication extended to them by the administrators and the managers. The same thing is true with the third and fourth interviewees.
Instead of seeing employee motivation procedures as somewhat an occasional operation to take note of, most of the managers interviewed for the documentation mentioned how important it is to make such conditions of managerial operation to be rather regular thus distinctively affecting the overall status of the business based on how the market is able to respond to the functional applications of the employees as their needs are satisfied by the administrators and the managers alike.
Conclusion
Based from this documented presentation of the results of an interview process adapted by the researcher, it could be analyzed how employee motivation affects the overall performance of workers based on the type of organization they are working with. Constant indication of facts and how the individuals are to be helped especially in terms of mandating how improvements are to be embraced by the workers give managers the idea on how to provide proper options of motivation among the people at the right time, thus allowing them to grow alongside the progression of the organizations.
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Skemp-Arlt,K.M, Toupence,R. (2007). "The administrator's role in employee motivation". Coach & Athletic Director. pp. 28–34.
Skemp-Arlt,K.M, Toupence,R. (2007). "The administrator's role in employee motivation". Coach & Athletic Director. p. 30.
