Essay 750 words
Aj0012
ESSAYMANOJ.docx
Case Study 4 - Motivation
Amrinder Singh (1911160)
University Canada West
Professor: Mr. Sunmeet Lamba
MBAF 503 (FALL-VAN-01)
Running head: MOTIVATION 1
MOTIVATION 2
December 3rd, 2019
A thesis by Miliyon Gebre (May 2015) has said that “successful companies consider their motivated employees as a trace of their success. The most used rules for motivating employees are to figure out what they want, and then making a way to give it to them or encouraging them to earn it. The other way that the study has mentioned is to create a set of values for employees that they should follow. Values help in setting up a common language to align the leadership and people of the company. So, it becomes crucial that the leaders use a language that people can understand and have faith in. At the same time, the study has said that the values do no manage the business but they help driving the people in the business” (Gebre, 2015). In the case study, we have been given a few strong points that are really helpful in the motivation of employees. Those strong points are to offer ongoing feedback to employees, to emphasize personal accountability, to involve people of the company in decision-making, to be flexible, and to celebrate the company's and employees' success. Going forward, we will discuss some suggestions that will add to the above mentioned motivational steps. After discussing the suggestions, we will move forward in answering another two questions that have been asked in the case study in separate paragraphs.
Below are some suggestions that may add to the given list of motivating employees.
Career Advancement: A study by Henstra & McGowan (2016) on “Millennials and Public Service” has stated well about the characteristics of Millennials that are different from previous generations and has been studied to influence their attitude and expectations towards work. The study says that Millennials are inclined to self-serving behavior, they are less loyal to their employers, and they seek for a casual work environment. The studies by the authors Henstra & McGowan (2016) also said that career advancement opportunities can help to motivate Millennials. It says that if workers know that their efforts will get them greater opportunities, they will give their best. Companies can give more chances to their good performers to advance their careers. The study has used a survey that has said that private sectors that give more career advancement opportunities to their employees have more employee turnover. (Hensta, McGowan, 2016).
Job Enrichment: Some Millennial employees find it boring to repeat the same task at work. Job enrichment in those companies can work as a motivation. If tasks are redesigned, the employees would feel satisfied. The study says that job enrichment can drive several opportunities such as responsibility, the advancement of employees, and personal growth. The authors Norton, Massengill, & Schneider (1979) have concluded by their study that if the job enrichment is implemented in a proper way, it will bring positives results because of a better relationship between management and employees, and more interesting work environment. (Norton, Massengill, and Schneider, 1979)
Benefits Packages: According to a different study, offering employee benefits is also another way of motivating employees. One of the benefits that a company can offer its employees is a significant employee discount on the products of the company. The study has also mentioned some other perks and benefits such as health insurance, gym memberships, dance classes, paid leaves, spa services, and some extra benefits for their dual-career workers. If an employee has a higher position, a company can look forward to some phone, car, and extra house allowances. It should all depend on the budgets of companies and the perks should be decided. (Naon, 2010)
Defining clear vision: Another study by Muir and Dornyei (2013) has given another way of motivating employees’ by defining a vision. This vision is about showing an imaginary picture of how the achievement will appear, how the success will be beneficial for everybody. According to the study, a vision generates energy among people, boost them for self-start, and results in taking initiatives in tasks. There is another benefit of a clear vision that delivers collaborative work efforts. (Muir & Dornyei, 2013)
Going forward, as the next question of the case study has asked my opinion, and how my present supervisor has motivated me, I would like to state some of the major points using some personal experiences and research ideas, if in case needed to support it.
To begin with, I currently work at a toy shop, located in Downtown, Vancouver, BC. My immediate manager is my boss, who looks after the store and paychecks. I would like to use some point that how he has always motivated me.
Motivation by empowerment and decision-making: I have always had the support of my manager to work in my own way that can help the businesses to grow. The first thing he asked about my choice for working hours and days. He allows me to give discounts or put promotions if I feel there is a need for it. He clearly said that I must just let the customer feel that I am the boss and decision-maker. There have been instances when he trained me on many things, including customer services, selling, and product knowledge. However, it was never teaching but suggestions as if we work as colleagues. A study by Chris Musselwhite that uses a title as “Motivation = Empowerment: Motivation in the workplace isn't about what you do for your employees; it's about the work you empower your employees to do for you.” The author writes that when managers let their employees express their opinions, and appreciate their input in the work process, they create buy-in and ownership or the work. It says that if people own the work, they own the problems that occur in their work, and tend to find solution with more enthusiasm. (Musselwhite, 2007)
Transparency and accuracy of paychecks and bonuses: This is another thing that I always feel motivate about. My salaries and bonuses on sales have been exact amounts as I calculate and expect. As an employee, getting a fair number of packages, and the right calculated salary matter. Moreover, I get salary on the very next day of my 2 weeks work period. This is also a motivation for me. Most of the time as employees we do not expect high bonuses, but we expect to get fair amount of salary and on time.
Now, the next question has asked us to apply above mentioned motivational steps on group work, we will discuss how it will motivate a group to do specific work in its best way.
Motivating a group by defining a clear vision: As we discussed above that defining clear vision of success means that the employees are shown the expected outcomes of completing a task, and how will the success look like. For instance, if I talk about short term motivational way, where I am working on a business plan in a group, we have been given all the instructions and a timeline. Now, if our supervisor or the person-in-charge tells us how the completion of the project will appear. Like, this is our final group assignment and we will be rewarded with grades that will help us in passing our course, etc. Even though we know what the results could be, but this gives more motivation. Then is the long-term motivation, like if is our instructor tells us the future benefits of working on a business plan. The business plan research will help us now to pass the course and in future if we work as managers or even open our own new business, we will have additional benefits of this.
Ongoing feedback: As the case study elaborated, feedback is helpful in letting the staff know that how good or bad they are doing on a given work. It tells them if there are any areas of improvement. This can be helpful in group work. Let’s suppose our group has been given a sales target. Regular feedback would motivate us to work in a group, for being equally goal-oriented, and to work the best of our abilities. Sometimes, if there is no feedback, group can be lenient and may not have a similar improvement. The feedback also depends on leadership.
Involving everyone in decision making: The case study says that involving workers in decision making motivates them. It is often that they come up with great and creative ideas. If we are working on a group, and we have been asked by our manager if there are any changes that are necessary or can be helpful in achieving our project. We will all be motivated. This way, we as a group can work on even some creative ideas and will feel empowered too.
Being flexible: As per the case study, if employees or workers are given some flexibility or opportunity to spend some of their time in some critical and personal things, and not being so strict all time, this would motivate them. This applies to a group work too, as a group, different people may have different ways of working or some personal issues, then some flexibility can motivate the whole group to finish the work in time.
References
Gebre, M. (2015). EFFECT OF COMPANY VALUES ON WORKPLACE MOTIVATION: A CASE OF ABAY BANK SHARE COMPANY (Doctoral dissertation, St. Mary's University).
Henstra, D., & McGowan, R. A. (2016). Millennials and Public Service: An Exploratory Analysis of Graduate Student Career Motivations and Expectations. Public Administration Quarterly, 40(3), 490–516. Retrieved from https://search-ebscohost-com.ezproxy.myucwest.ca/login.aspx?direct=true&db=bth&AN=117346861&site=eds-live
Muir, C., & Dörnyei, Z. (2013). Directed Motivational Currents: Using Vision to Create Effective Motivational Pathways. Studies in Second Language Learning and Teaching, 3(3), 357–375. Retrieved from https://search-ebscohost-com.ezproxy.myucwest.ca/login.aspx?direct=true&db=eric&AN=EJ1135840&site=eds-live
Musselwhite, C. (2007, August 01). Motivation = Empowerment. Retrieved November 27, 2019, from Inc.: https://www.inc.com/resources/leadership/articles/20070801/musselwhite.html
Naon, C.R. (2010). Modalities of Non-Financial Motivation of Employees within Organizations. Annals of the University of Petrosani Economics, 10(4), 41–54. Retrieved from https://search-ebscohost-com.ezproxy.myucwest.ca/login.aspx?direct=true&db=bth&AN=62651401&site=eds-live
