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Module 4 Capstone Assignment: Workforce Management and Awards

Aspects that Motivate Employees and Impact Performance in an Organization

1. Recognition for their hard work

Employees like it when they are acknowledged and thanked for their hard work. They feel appreciated and get connected emotionally to the organization. A clinical psychologist in the U.S called Fredrik Herzberg said that employees feel demotivated when they are not recognized (Ciobanu et al., 2019). To do that, managers and employers should target to do more than financial remuneration to the employees. Praising the employees for doing well serves the interest of the employers also.

Employees believe in themselves more and thus, there is retention and attraction of talent. There are different forms of recognition and the way it’s done should be to meet the needs of the individual employees. Some employees like to be recognized in front of the others while others want it in private (Ciobanu et al., 2019). For instance, those who want a certificate as others watch. Studies done have shown that employees who are recognized are motivated to do better. Thus, there is improved performance in the organization. However, statistics have shown that only about 24% of employees reported that their leaders encourage them.

2. Being Given Opportunities for Learning and Development in the Workplace

Improving the skills of employees is a way of showing that they are appreciated by the organization. Besides, it makes them see that the management value their potential. They remain in the organization since they are being offered a platform to become a better version of themselves. Research from LinkedIn reported that 94% of employees would remain in their organizations if they are given a chance to learn and develop themselves (Fiaz et al., 2017). Another study done in 2019 indicated that 22% of employees would leave their organizations if they get opportunities for training in other organizations.

According to the Director of Hays Australia, the leaders should conduct skills assessment of the employee’s first so that they can identify gaps and the necessary skills going forward. For instance, resilience and adaptability. Those organizations that do not have a budget set aside to do additional training for employees should utilize free online training opportunities (Osabiya & Joseph, 2015). For example, online conferences, and webinars. Managers and other leaders only need to take time to search for them. In the hospitality sector, training of employees has been found to lead to low business costs, increased job satisfaction, and consistency in job performance (Osabiya & Joseph, 2015). It does not only benefit the employees but also the employers. It is the responsibility of the chief executive officer to organize how that will be done until their organization emerges as the best.

3. Having a sense of purpose and Meaning in their Work

An employee likes feeling a sense of purpose and meaning in their work. Studies done have shown that there are employees who would leave their work if they cannot see how their work contributes to the development of the final product. According to a London business school’s professor, managers should make the work of employees feel perpetual, personal, and authentic. Leaners should also work with their teams when designing their roles so that they say the tasks that give them personal meaning (Fiaz et al., 2017). Hence, the team is assigned roles that make each of them fulfilled and they become productive.

An employee needs to be made to feel important by understanding the role that they play in the business. If employees feel more impact on the businesses they become more connected to it. As stated by the Alistair Cox CEO, employees of today want to feel that they are making a difference to the world. For instance, a study done on millennials found out that 57% want their work to have a positive contribution to the society (Ciobanu et al., 2019). Another study done in 2017 showed that professionals have a positive experience if they get meaning in their work.

4. Working in a Company with a Positive Culture

As stated by the Alistair Cox CEO, the culture of a company forms its personality, and thus, it determines the talent that is attracted and retained. A study done by Deloitte found it that there is a relationship between the happiness of employees and the culture of the organization. Leaders should focus on well-being, compassion, diversity, inclusion, and equality to form a company culture that leads to the motivation of employees (Manzoor, 2012). Taking care of the well-being of employees minimizes the risk of burnout and thus, ensures that their mental health is upright.

Mental health support helps to prevent employees from feeling overwhelmed. A study was done on employees and 53% of them reported that they like maintaining a balance between work and well-being (Manzoor, 2012). A leader should be compassionate by putting themselves in the shoes of others, supporting them in what they need to do, and being self-aware. A diverse workforce is the one that is a reflection of society while inclusivity enables people to be their authentic and true selves. Thus, they do not fear to give their perspectives s and they do their best to improve performance in the organization.

5. Having a Clear Path for Career Progression 

Professionals like working in an organization where there is hope for climbing the ladder in terms of promotion. A LinkedIn research showed that about 45% of employees would leave their jobs if not offered opportunities for advancement (Ciobanu et al., 2019). Hence, leaders need to come up with clear plans for progression to their employees where they discuss matters to do with their ambitions. Research done has shown that leaders who discuss with their employees about their goals and work with them to achieve them retain good employees.

 

How Each Management Style Impacts Employees’ Motivation

Autocratic Management Style 

Only one person makes decisions in this particular style of management and it affects the motivation of employees in the following ways:

1. A sense of mistrust between employees and managers 

If employees cannot trust those who are leading them, no cooperation can take place. All the measures put in place by the managers to bring about performance improvement are not supported and thus, the organization is at risk of failure (Fiaz et al., 2017). Employees feel demotivated and that is why they are not eager to do their best. They feel undermined and feel that their role in the organization is not appreciated.

2. Employees are not able to foster ideas and take ownership of their role

Since employees do not have a say, they do not feel confident to talk about ideas that could lead to an improvement in performance. Thus, they keep quiet and that is how the organization remains to do things the same way throughout. Such an organization is at risk of not being in business since there is no introduction of new ways of doing things (Osabiya &Joseph, 2015). There is no corporate entrepreneurship that takes place. Also, employees do not feel the meaning of the work that they are doing since they cannot do things differently for better outcomes or air their opinion.

3. Staff feel that they can be replaced any time

Staff members can only carry out a task using the steps that have been laid out and not in another way failure to which they get in trouble. They feel intimidated and thus, they always fear being dismissed (Fiaz et al., 2017). As a result, their motivation is low and they only work to get things done and get paid. They cannot attach personal meaning to their work.

Those leaders who adopt an autocratic leadership style should aim at empowering employees instead of being dictatorial and not involving them in decision making.

Democratic Management Style

In this style, managers listen to the concerns and thoughts of every employee when it comes to making company decisions. Therefore, the impact on the motivation of employees is positive. Employees have a sense of ownership of the role that they play daily. Thus, they feel valued and appreciated which leads to better results. The leader makes them feel that they have meaningful input in the organization (Fiaz et al., 2017). Besides, there is the creation of a platform where ideas concerning innovation can be expressed by everyone.

Laissez-Faire Style of Management

It is a leadership style where the leader believes that leadership should be employee -led. Thus, the manager provides minimal insight into the daily roles of their employees. It has a positive impact on the motivation and productivity of employees in that new and innovative ideas are adopted rapidly in an organization (Fiaz et al., 2017). Thus, there is an advancement and the ones who come up with the ideas feel that they are given a platform to bring change in the company. Also, the employees feel that they have ownership and control of their roles. Nowadays, employees need to feel that they are contributing to progress in the organization. If they are not offered a platform to do so, they lose motivation, and some end up quitting (Fiaz et al., 2017). Hence, the organization loses good professionals who could have taken it to greater heights.

Rewards Plan to Increase and Maintain Employees’ Motivation

A rewards plan for the increase and maintenance of employees’ motivation will involve a monthly assessment of their performance for them to be rewarded. Those who do well will be recognized and given certificates and cash awards. Depending on their personal preferences, they can be congratulated individually or in the presence of the other employees. Those who perform well consistently for one year are promoted. Besides, the organization will cater for an overseas trip for them.

Figure showing reward of an employee with a certificate.

References

Ciobanu A, Androniceanu A & Lazaroiu G. (2019). An integrated psycho-sociological perspective on public employees’ motivation and performance. https://www.frontiersin.org/articles/10.3389/fpsyg.2019.00036/full

Fiaz M, Su Q, Amir I & Saqib A. (2017). Leadership styles and employees’ motivation: Perspective from an emerging economy. The journal of developing areas. 51(4), 143-156. https://muse.jhu.edu/article/662834/summary

Manzoor Q.A. (2012). Impact of employees’ motivation on organizational effectiveness. European journal of business and management. 3(3).

Osabiya & Joseph B. (2015). The effect of employees’ motivation on organizational performance. 7(4). https://academicjournals.org/journal/JPAPR/article-abstract/721D2F153302