4. Tie together the three major aspects of this course in an essay on how each a

Question

4. Tie together the three major aspects of this course in an essay on how each affects the ultimate motivational level and productivity of an employee:

1. individual employee (his / her) personality, work-related values, etc.)

2. the work group and it's influence on individual productivity.

3. the organization ( it's values, leadership, reward system, and structure ).

A. Begin by explaining how a new employee's productivity is affected by what she / he brings to the job, thier personality, needs, emotions, etc. Use "Key Terms" values, ethics, skill variety

B. Next, by the way their productivity can be affected by the type of work group he / she is placed into. Use "Key Terms" Task interdependence, power, charisma, centrality

C. Lastly, by the way thier productivity is affected by the organization's structure, leadership, values, etc. Use "Key Terms" Centralization, organizational socialization, adaptive culture, force field analysis,

Explanation / Answer

Motivated employees are inclined to be more productive than non-motivated employees. Most businesses make some pains to motivate workers butthis is normally easier said than done. Employees are allindividuals with different like’s dislikes and needs, anddifferent things will motivate each.

1. Motivated Employees Are More Productive

.If employee will satisfied and happy then he/she willdo his /her work in a very impressive way, and then theresult will be good, on the other hand motivatedemployee will motivate other employees in office.

2. Decision-making and practical Expectations

It is important to engage employees in the decision-making process, but create realistic expectations in the process.

3. Job Description, Work Environment and Flexibility

Employee doing the right job for his personality andskill set, and performing well at the job greatlyincreases employee motivation and satisfaction. A safeand non-threatening work environment is necessary tomaintain a high level of employee motivation. Flexiblehuman resource policies, flexible time, work fromhome, childcare also be liable to have happier and moremotivated workers.

4. Pay and Benefits

Keeping employees motivated with good benefits iseasy. Where to draw the line at generous benefits thatmotivate all employees, versus raises and larger salariesto retain and attract the best workers and keep themhappy and motivated to be working for you, are moredifficult. .

5.Company Culture

Creating a positive and employee-friendly companyculture is a great motivational tools.

Motivation is the word derived from theword ‘motive’ which means needs, desires, wants ordrives within the persons. It is the process of inspiring people to actions to achieve the goals. In the work goal background the psychological factors motivating the people’s behavior can be-

Job-Satisfaction

Achievement

Term Work, etc

Need for Money

RespectOne of the most important functions of management isto create enthusiasm amongst the employees to executein the best of their abilities. Therefore the role of aleader is to arouse interest in presentation of employeesin their jobs. The process of motivation consists of threestages:-1.A felt need or oblige

2.A incentive in which needs have to be aroused

3.When needs are satisfied, the satisfaction orachievement of goals.

Note: motivation is an emotional fact which means needs and wants of the have to be tackled by framingan incentive plan

Personality encompasses a person’s relatively stable feelings, thoughts, and behavioral patterns. Each of us has a unique personality that differentiates us from other people, and understanding someone’s personality gives us clues about how that person is likely to act and feel in a variety of situations. To manage effectively, it is helpful to understand the personalities of different employees. Having this knowledge is also useful for placing people into jobs and organizations.

Ans B :

Motivation in a Group and Team Environment

Motivation can be the determining factor for the level of success a team achieves. In most cases, a successful team/group will have been motivated from start to finish. There are some basic “laws of motivation” that need to be understood to maximize and keep a team motivated to achieve.

1.   An individual has to be motivated in order to motivate others: A person cannot expect to motivate others if he/she is not individually motivated. To successfully evaluate what is needed to motivate others, it is pertinent to consider the type of person that might motivate you. Is this the type of person that might arrive before anyone else, who is enthusiastic, positive, always has some sort of good news to pass on, is loyal to the group, and leads by example? As a member of a group, each person cannot expect to move the other members of the group to be motivated if he/she not motivated him/herself. If in a group dynamic, there is not a single individual that has motivation to perform or to complete the purpose of the group, that group is destined to fail. Richard Denney states in his book, Motivate to Win, that “if you want to motivate another person, you have to be motivated yourself.”

2.   Motivation requires a goal: Without a specific goal in mind, it is impossible for a group or team to be motivated. Although they might feel motivated, without a specific reason for working or something they are working towards, their motivation serves little purpose. Richard Denney points out that although this may seem like common sense, it is common sense that is not commonly recognized. He also points out that motivation is about striving towards the future and without a goal, there is no purpose. As an example, consider a team sport where there is no competition or league that they can be a part of. What motivation does the team have to practice and work as a team. The goal that most team sports have is to be the best compared to their competition. If there is no one to compete against, there is no reason to compete. The motivation to perform is lost. The goal to be the best compared to your competition is a vital component of the group or teams motivation.

3.   Motivation, Once Established, Never Lasts: Motivation should be an ongoing process. It cannot be a once a year booster. Groups must come together on a frequent basis to discuss their strengths and weaknesses and draw up plans of action and self-improvement for the future. Conducting a 360-degree appraisal as a group can be one way to ensure that each member is staying focused and makes necessary adjustments to their behavior. This gives each group or team member an opportunity to assess the performance and contribution of the other group or team members. Group members may need to be trained on this process for it to be worthwhile, effective and motivational, but this investment can lead to more motivated groups. Just because a group or team is motivated today does not mean that they will be motivated tomorrow. It is important that groups and teams understand the power of motivation, understand themselves as individuals, how they feel and why they react the way they do. Group or team members must understand what makes them happy or unhappy and what inspires them to do just a little bit more. It is also important to understand what demotivates individuals and as frequently as possible try to take steps to prevent it from happening.

4.   Motivation Requires Recognition: People will strive harder for recognition than for almost any other single thing in life. Consider a parents whose child brings home a picture that they have painted at school. If that parent admires the picture, shows it to other members of the family and pins it up on the wall, they have now motivated that child and may begin to see more pictures. A genuine compliment is a form of recognition and it takes a thoughtful person to give another a compliment. Small-minded people are unable to recognize the achievements of others.

5.   Participation Motivates: It is vital to get people involved and to seek their opinions. When working in groups or teams it is important that an environment is established that gives each group member an opportunity to express and share their ideas. People who are listened to and are given an opportunity to actively participate, are more effective and are more motivated. Julian Richer, founder of hi-fi retailer, Richer Sounds, says that when he started his company 100 percent of the ideas came from him. Now, 90 percent of how the company is run, including its systems and procedures, comes from his people. All members of his staff are required to give 20 ideas per year for improvement. For each idea they are rewarded a minimum amount, that increases based on the value of the idea. Every idea presented is given a response within three days indicating why the idea could not be implemented or whether further action would be taken. The consequence of this was a steady stream of innovation, but even more important is that Richer Sounds has an incredibly high staff retention rate. There is usually a list of people waiting for a vacancy.

6.   Seeing Progression Motivates: When individuals progress as a group, moving forward and achieving, they will always be more motivated. When they are going backwards and not making progress, people are naturally less motivated. All members of the group must learn from the past, but realize that they cannot change it. Instead, they must turn it to their advantage and learn from it. Learning to focus on the slightest progress, whatever it may be, allows a team to stay motivated. This law must be used, worked on, managed and planned in order to maintain a high level of motivation.

7.   Challenge Only Motivates if there is a Potential to Win: If targets for results are set to high, they may actually have a de-motivating effect. If the consensus of the group or team is that the targets are out of reach or impossible to achieve, de-motivation will be the result. Competitions and challenges can certainly be motivating and can inspire people to greater activity. People will rise to the occasion. Challenge groups or teams to get something worthwhile done and nine times out of ten they will do it. Sometimes, the work itself is a motivator, such as responsibility, challenge or a feeling of doing something worthwhile. One can make a person’s work more challenging by giving them the biggest job they can handle and with this responsibility must come some credit of achievement when the job is done.

8.   Everybody Has a Motivational Fuse: Everyone can be motivated. Everyone has a fuse, it is just a matter of knowing how to ignite it. At some point it may not be cost-effective to continue trying to motivate a group or team to into greater activity or performance. It is a person’s attitude to a job that makes the difference. A person can quite emphatically state and believe that theirs is the worst job humanity has ever created. Yet another person taking on that same job with a different attitude will say and believe it is a great job and will consider himself or herself fortunate to have it.

9.   Group Belonging Motivates: People want to have a sense of belonging. The smaller the group or team, the greater the loyalty, motivation and effort. Extra-curricular activities can be used to draw people together.

10. Inspired Leaders are Motivational: This is not necessarily a manager. Leaders are those that inspire others to action. Leaders are willing to take risks, are continually looking for new challenges and opportunities. People are much more likely to be motivated when there is inspired leadership. Leaders will defend others in their group and take full responsibility for criticism.

Ans : C

Unmotivated or disengaged employees are the most likely to voluntarily leave a company.

Expense

The expense of replacing key employees and its potentially negative affect on a company's competitive advantage has made employee retention a key concern. Three primary cost types are involved with employee turnover. The first is employee-related and consists of all the administrative expense associated with termination of one employee and recruiting of a replacement as well as new employee training and lag time till that employee is fully functional. The second cost relates to business or services lost when an employee leaves, particularly if that employee is involved in business development, customer service or marketing. Loss of these employees can easily result in loss of clients. The third expense involves the process of attracting new customers and business associates to replace those relationships lost when the employee left. The U.S. Department of Labor estimates one-third of a new hire´s annual salary is the cost of replacing a departed low-level employee and up to 300 percent to replace a professional or managerial employee.

Employee Motivation

The 1943 article, "A Theory of Human Motivation " by Dr. Abraham Maslow opened the way for modern employee retention strategy by postulating that humans are motivated by unfilled needs. According to Maslow, basic physical needs such as shelter, food and income to support a lifestyle must be met before a person is motivated to fill higher needs such as safety, social needs, esteem needs and self-actualization. A key employee has met physical, safety and social needs, and is motivated on the job by esteem and self- actualization. Providing for those needs is the job of employee retention strategy.

Esteem

As long as an employee is motivated by the desire to establish a good reputation as a worker or manager, he continues to grow and produce more and better. Once that goal has been achieved, self-actualization is the next goal. If the company fails to aid his quest for esteem by not providing skills development training and challenging work, the employee will seek opportunities to satisfy his motivation elsewhere. If a company doesn't show it values the contributions of its employees by helping them develop their skills, it sends a motivation-killing message that working for the company is a dead-end job, so the employee first disengages mentally, and then physically. Mentally disengaged employees make mistakes, cause delays and give poor customer service -- costly problems for the company.

Self-Actualization

After developing skills and a good reputation, the employee expects to be given greater responsibilities, more authority, a promotion or other recognition and more money. However, money is not the only motivating factor. Marshall Goldsmith, in an article for the Harvard Business Review, states "In addition to compensation, people need to be involved in decision-making. Not only does this help retain key talent, it also is a great way to generate ideas for organizational improvements." Even top executives are motivated by project opportunities and public recognition of their achievements. This is why many CEOs leave smaller companies to take positions in larger companies for challenging opportunities to collect further achievements.

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