The performance of any employee is also highly dependent on motivation. According to the four factors model of work motivation, performance, outcomes and satisfaction, several conclusions and inferences could be drawn. This model explains that any employee in an organization naturally starts working motivated. Decrease or eventual lack of work motivation is a behavior adopted in the course of time which is attributed to misunderstandings among workers or even unattainable and unrealistic expectations. In the case of Joe, when he was newly employed, he was hardworking and generated work of high quality. He would contribute ideas concerning firm development and would also volunteer in projects.
After a few months, his excitement in regards to work slacked off and his motivation levels declined. This is attributed to the fact that he feels like the most poorly paid employee of the firm. Performance and outcomes too are in the four factor model of work motivation. Workers should be rewarded appropriately for them to produce desirable results. Employees should not feel like others are earning more than others. In Joe’s case, he is evidently lacking motivation as feels that graduates are rewarded better than diploma. This makes him want to work less as he feels will not manage the task.
Employees should be satisfied in their work places so as to remain motivated. Managers should always ensure that feedback from juniors is appreciated. In the case of Joe, he complains that his advice to other architects is not considered in projects implementation and lowers his job satisfaction level. Joe suffers from incentive problems. A lack of motivation is attributed to the poor pay that he gets. He feels overworked and underpaid. In his case, the employee works overtime and barely has time to study. The rewards that he gets as his pay does not match to the time and dedication he uses in his work place and this makes him evidently less motivated to work hard.
The fact that his wife decided to get a job to support the family makes him furious considering that if he gets remunerated in relation to his work load, the wife will not get a job to support the family. Joe’s behavior could be improved in an effort to make him more motivated in his work station. The manager would reprimand his action of daydreaming in his office desk and direct him to stop it. He may dig in and ask the employee what is bothering them and together find a solution. The manager could also redirect Joe and remind him of the expectations that he has from him. This will remind Joe of why he is in the organization and will work harder.
Appreciating the opinions that Joe raises would also motivate him to work hard once more. Perhaps what is most important in Joe’s case is reinforcement. The increase in salary and benefits that will cater for part time and overtime hours will also help Joe in personal development, which is getting a degree .salary increase, will also make Joe more motivated as value of work will be considered. Salary increase and promotions are extrinsic motivational factors that will lead to intrinsic motivational factors achievement which include self esteem and development of new skills. Joe’s role can be redesigned to involve more of outdoors architecture as this will motivate him more. Beyond the attitudes and performance of Joe, other issues in the firm will need improvement.
Since there are numerous construction projects, the firm needs to address its understaffing issue and employ more employees. Employees who work on weekends and overtime should also have pay perks for the hours worked as this increases their motivation. Work reviews, as well as counseling sessions for employees, should be instigated. This will assist in monitoring the performance of each worker in relation to the expected goals. Team building sessions with workers will also assist in service delivery.
Works Cited
Whetten, David, Alfred Whetten and Cameron S. Kim. Developing Management Skills. Prentice Hall: Pearson Education Limited, 2011.
Works Cited
David David Alfred Whetten, Kim S. Cameron. Developing Management Skills. Prentice Hall: Pearson Education Limited, 2011.
