Introduction
Motivation refers to the internal and external forces, which stimulate energy and desire in an individual to remain continually committed and interested towards a job, subject, or role or to make an effort towards attaining an objective (Pritchard & Ashwood, 2008). The key priority of a company should be its employees. Moreover, they are the ones who aid in maintaining the mission as well as the vision of the company and keeping the company flowing. Further, taking the above discussion into consideration this particular paper highlights organization motivation plan, identifies two techniques that motivate staff members and proposes three ways of motivating the minimum wage employees. In addition, the paper also analyzes the significance of individual worker in today’s organizational context.
Part 1: Designing an organization motivation plan that encourages high job satisfaction, low turnover, high productivity and high-quality work
Being the manager of Small Production Corporation, high job satisfaction, high productivity, low turnover and high quality work are regarded as being synonymous with encouraging staff member and the company in general. A motivation plan should take in the fundamental of job design, rewards, incentives, job enrichment and alternative work schedules (Pritchard & Ashwood, 2008). Executing and recognizing a job design is basically a procedure by which the managers’ plan particular job task and work activities that needs to be achieved. Job enrichment refers to the development of high-content jobs, which take in planning and analyzing duties (Schermerhorn, 2012). By way of job enrichment organizations can develop a valued feeling which empowers staff members. It creates elements of responsibility, recognition, achievement and personal development. Moreover, by acknowledging employee’s achievements and endeavours, rewards/incentives should be offered to confirm appreciation and it is also considered as a means to reinvest in employees (Reeve, 2009). Additionally, having semi-yearly or quarterly offsite meetings, company outings and retreats could also boost morale and motivation since the company has taken the time to learn as well as fellowship with its staff members outside the company. Further, providing alternative work schedules like compressed workweek (makes possible a full-time job to be finished in lesser than the usual five days) along with flexible working hours (offers employees some level of choice in organizing their day to day work hours) aids in encouraging employees since it trims down absenteeism, turnover and tardiness for the company.
Part 2: Methods to motivate all of the employees in the organization
There is no doubt in the fact that the staff members are the driving force of any corporation or firm (Reeve, 2009). They help the corporation succeed at accomplishing their mission. Additionally, two methods of motivating employees are through extrinsic and intrinsic rewards. Firstly, the intrinsic motivation refers to motivation that is directed by enjoyment or interest in the task itself and is present within the person instead of depending on a desire for reward or external pressures (Weightman, 2008). It is easy to encourage staff members in this way since they like what they perform and being a manager, recognizing an individual’s passion near the beginning and promoting it makes it rewarding for the employees and the corporation. Other way of motivating staff members is by way of extrinsic rewards. Moreover, the extrinsic rewards are positively appreciated work upshots which are offered to an employee or a group through some other source or person within the work surroundings (Schermerhorn, 2012).
Extrinsic rewards encourage and motivate staff members since management acknowledges the efforts and work of the employees (Pritchard & Ashwood, 2008). At the time when management acknowledges their employees, it enhances self-esteem and eventually the employees feel appreciated. Moreover, examples of extrinsic rewards take in bonuses, employee of the month awards, tickets to events along with good benefits and pay. However, the employees are generally motivated through extrinsic rewards like benefits and pay since they need to satisfy their fundamental needs of shelter, food and clothes.
Part 3: Three ways to motivate the minimum wage service worker
While it’s hard enough to encourage the expert employees, several in management position find themselves particularly bewildered in case of encouraging output from minimum wage staff members. Supervisors and Managers anticipate as well as plan for high turn-over and bear whatever outcome level they get, till the time staff member shows up for task and does not result in any type of problem. When staff members do not like their tasks or are unresponsive, the outcome could be low productivity and poor customer service.
Herzbergs' Two Factor Theory’ can explain the motivating factors for minimum wage earners. The most important factor that minimum wage earners consider most important is meeting the basic needs and reducing dissatisfiers. They look forward for improved working conditions, coworkers’ relation and good wages. These things reduce job dissatisfaction. Achievement, recognition and personal growth at work increases their job satisfaction. Both factors lead to motivation for work. One way of motivating is by way of positive reinforcement. At the time when managers want staff members to operate in a particular manner, communicating to them clearly, specifically, firmly and politely what it is the company wants them to perform (Weightman, 2008). It seems simple however there are a number of managers who spend high amount of time trying to administer individuals by telling them what not to perform (Pritchard & Ashwood, 2008). Further, managers and supervisors should be efficient motivators that show how to finish a particular task. The employees must also be ready to put in their every possible effort and join in like a fraction of a team endeavour.
Part 4: Analyzing the relevance of the individual worker in today’s organizational context
An individual is seen as a distinctive, undividable entity, frequently one amongst several others of a same kind. In the present day company, a person or the individual worker who operates alone are few. Even though, there are some individuals who like to operate by themselves are likely to do so due to their personality and not willing to be accountable for someone else. Nevertheless, within organizational surroundings, management places the individual employee in a team so that he/she could put forward opinions or ability set to a specific project or issue (Schermerhorn, 2012). A team basically refers to a group of individuals operating together so as to make use of their complementary abilities to accomplish a common purpose or aim for which they are jointly responsible (Pritchard & Ashwood, 2008). The significance of the individual is imperative since that person holds a set of skills and knowledge, which makes contribution towards the objectives of the corporation.
References:
Pritchard, R. & Ashwood, E. (2008). Managing Motivation. New York: Taylor & Francis Group.
Reeve, J. (2009). Understanding motivation and emotion (5th ed.). Hoboken, NJ: Wiley.
Schermerhorn, J. R. (2012). Organizational behavior (12th ed.). Danvers, MA: John Wiley & Sons, Inc.
Weightman, J. (2008). The Employee Motivation Audit. Cambridge Strategy Publications
