Motivational Methods
The motivation of employees is vital in any organization to improve performance, boost productivity, and increase employees’ morale at work. It is, therefore, important for every manager to have in mind the relevant and useful motivational techniques to use. Different methods of motivation might work differently for a diverse group of workers. As the manager, I should take time to study and understand his or her employees before using whatever kind of method. Several theoretical concepts on how different motivational techniques work exists. A keen selection of what to go by depends on what will effectively motivate the target group.
To begin with, newer ways are essential to celebrate employees’ achievements and milestones. When undertaking long-term projects, it is crucial to appreciate efforts by team members at each step of the project. According to Buchbinder & Shanks (2017), rewarding efforts will be made by giving cash bonuses, gifts, flexible schedules, and the organization’s parties. Such extrinsic rewards inspire team members to work hard towards higher productivity continually. Intrinsic rewards, such as improved competence will be available (Buchbinder, & Shanks, 2017). Giving opportunities for the employees to grow lowers the rate of employees’ turnover as they motivated to stay longer in the organization.
Creating a positive working environment is also essential in motivating employees. Conducive environments increase morale to work and hence increasing overall productivity. As the manager, the provision of adequate human, as well as others, requires resources is essential. Having a good number of employees regulates the amount of work assigned to each team member. When an employee knows he will spend too many hours working, he or she is more likely to perform sub-optimally to prevent burn out. In the case where burn out is a challenge, employees are likely to be absent from work on most days due to psychological and physical stress (Yudhvir, & Sunita, 2012). Training employees in good interpersonal relation promotes healthy relationship at work which inspire teamwork towards a common goal (Buchbinder, & Shanks, 2017). A conducive working condition, therefore, entails the improvement of both human and non-human factors.
Also, soliciting employees’ input in organization management increases motivation. The management board should have an employees’ representative to air their voices. Such participation enables the employees to develop a sense of belonging to the organization. Regular surveys should also be performed to collect employees’ feedback on both employee and customers satisfaction. The votes or feedback should be made anonymously where need be to prevent any social tension among the team members (Yudhvir, & Sunita, 2012). Through such activities, employees feel valued and receive the kind of care that they require. Satisfied employees are likely to have excellent performance.
Theoretical Concepts On The Motivational Methods
According to Herzberg’s (2003), motivational factors are divided into motivators and hygiene factors. The two are considered to be high-level and low-level motivators, respectively. Positive environmental factors such as security, policy and administration, and interpersonal relations are dissatisfaction factors that, when not met, lead to low motivation among employees. Their presence does not motivate the employees significantly, but their absence demotivates them. Factors such as recognition, personal advancement and growth are important motivators in improving organizational performance. This theory is need-based where met needs motivate employees to do better.
Another theory is the reinforcement theory. The study of human behavior showed that motivated is enhanced when human behavior is reinforced. Four types of reinforcement are suggested by this theory including positive reinforcement, punishment, avoidance learning and extinction. Frequent recognition and rewarding of employees positively reinforces the good work through which the rewards was attained. Negative reinforcement is where employees whose performance is not exemplary are not awarded to challenge them to improve their performance in the subsequent phase of work (Skinner, 1953). Recognition of efforts is therefore, important in maintain the motivation to perform well.
Lastly, in the Adams’ Equity theory, Adams (1963), individuals feel greatly motivated when they are treated equally in their working environment. Providing tools for employees’ feedback allows them to feel equally valued in the face of the organization’s management. Also, having their voices presented in the planning committees allows then to feel valued. Efforts must therefore be made to prevent inequality among the employees as it demotivates them and lowers their productivity and quality of performance. Intrinsic motivation as provided by acquisition of individual or team value is vital in motivating employees.
How The Motivational Methods Chosen Are Effective
Motivation of employees is key as organizations are constantly facing competition from others in the same industry. The pressure to perform may lead to burned out and frustration of employees. Intrinsic and extrinsic factors are important to improve performance while maintain good health among the employees. Having to spend most part of their lives in the workplace, work environment need to be conducive for optimal comfort of the employees. Working towards a common goal promote achievement of goals and this can only be achieved when employees are constantly motivated (Buchbinder, & Shanks, 2017). Therefore, the methods chosen will be effective in motivating as well as improve the quality of services offered by the employees.
References
Adams, J. S. (1963, November). Towards an understanding of inequity. Journal of Abnormal and Social Psychology, 67(5), 422–436.
Buchbinder, S. & Shanks, N. (eds.) (2017). Introduction to health care management (3rd ed.). Burlington, MA: Jones & Bartlett Learning.
Herzberg, F. (2003). One more time: How do you motivate employees? Harvard Business Review, 81(1), 86–96.
Skinner, B. F. (1953). Science and human behavior. New York, NY: Macmillan.
Yudhvir, M., & Sunita, M. S. (2012). Employee’s motivation: Theories and perspectives. Asian Journal of multidimensional research, 1(2), 56-64.