Motivation Employee Motivation Managers Term Paper

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SAMPLE EXCERPT:

[. . .] Managers and workers must agree to the terms of the goal-setting contract. Goal-setting is an opportunity for consensus building within the organization (Ray).

Increasing Employee Motivation and Morale

There are more effective methods of doing this than just giving money rewards (Larmore 2013). Monetary rewards are always welcome but money does not always increase motivation or life employee morale. Raising employee morale and increasing motivation lead to a more positive and productive work environment and reduce work errors. Concrete examples can be mentioned. Managers and supervisors should frequently and public acknowledge employee accomplishments. Those who hear and see this will also try hard to receive the same recognition and praise. Managers and supervisors should meet with employees individually about his or her individual goals and career plans. A plan should be designed for him to track his progress. Employees, especially those performing repetitive tasks, should be challenged to perform more difficult tasks. This means that their superiors believe in their capability. This demonstration of confidence will boost their morale and increase motivation. Managers and supervisors should always be clear with their instructions to avoid confusion and discouragement. Managers and supervisors should also always be available for questions and comments. And employees should be trained for new responsibilities and to update their know-how. Management should provide employees with the needed resources for new responsibilities (Larmore).

Reward Systems

Total Quality Management

A study investigated the impact of reward practices on the relationship between Total Quality Management and firm performance (Allen & Killman 1999). It found higher levels of firm performance with total quality management or TQM practices but not with the greater use of quality rhetoric. A TQM-based organizational strategy is founded on a philosophy of continuously improving organizational processes as its response to a demanding and constantly changing environment. The study also found that the use of extrinsic reward practices asserted a substantially positive and moderating effect on the relationship. Intrinsic reward practices did not do so. Extrinsic reward practices include profit-sharing, gain-sharing, employment security, and comp time (Allen & Killman).

Cultural Values and Equity Sensitivity

Developing effective rewards systems for a diverse workforce and across diverse cultures for global operations is a separate matter altogether (Wheeler 2002). This new situation is addressed by the equity theory, a major process motivational model. A study was conducted to explore the relation of equity sensitivity to culturally-related values. It found positive relationships or collectivism, femininity, power distance, and uncertainty avoidance for a diverse workforce in the U.S.A. And for collectivism and femininity for Taiwan (Wheeler).

Negative Impact of Rewards Systems

Rewards systems or programs are valuable and effective if given or distributed quickly, evenly and publicly (Schindly 2013). Otherwise, the purpose is defeated and backfires. The factors to consider in avoiding a negative impact are fairness, timeliness, and visibility. A company reward program, which misses to recognize and reward even one deserving employee, will see it as a popularity contest. The Recognition Rewards website published a study of 34 organizations, which provide non-monetary rewards. The study found imbalances between managers who use recognition and those who do not on their employees. It also found older managers to be more resistant to recognition programs for not realizing its importance. Some of them explained that they had no time to complete the required paper work. They also reasons that rewards programs would do more harm than good on employees because they are negatively compared with winners. They proposed to solve this problem by allowing employees to recognize their fellow employees instead of managers nominating excellent employees for recognition and rewards (Schindly)

Praising an exceptional or achieving employee is effective only when done quickly (Schindly 2013). Often, formal recognition and rewards are not given promptly because of slow or tedious administrative work in preparing documentations. An inexperienced, disorganized or unfit person is assigned to the preparation. The program concept and its rules may not be easy to understand and the processing of nominations takes unduly lot of time (Schindly).

A successful employee rewards program or system is given publicly (Schindly 2013). This can be during staff meetings when the manager evaluates employee tasks. Some companies do this during awards programs. In order to heighten the impact of recognition and rewards, the winner's family members should be invited and celebrate with the winner. The presence of family members intensifies the experience. Public recognition and reward have a special impact on the employee's mind. Public praise is a strong psychological reinforcement, which does greater wonders on morale than a gift (Schindly).

Case Studies

Empowerment for Rewards

Born and Molleman (1996) examine the implications of empowerment for rewards and how rewards systems can support empowerment. The define empowerment to refer to both enlargement and enrichment of jobs. The authors surveyed the machine group and the assembly group in a plant of a large Dutch firm with a staff of 1,800. The authors concluded that empowerment needed to be supported by other types of rewards to be applied more flexibly. Two additional pay systems would be those rewards types. The first should focus on the potentials of an employee and reward the employee with multiple functions. The other type should focus on the performance of the team (Born & Molleman).

Reward and Recognition Process

This company made several attempts to develop this process but failed (London & Higgot 1995). The employees lost interest in the previous various systems. The company's quality committee introduced a new process based on an objective assessment by managers, fellow employees and internal customers. The new process was well received by employees, as can be gleaned from the analysis of the results of the study. At least 6-8 nominations are received for every quarter. As of now, 89% have achieved an overall score of 90% or greater. Thirty-three per cent of them have been 95% or greater. The combination of reward and recognition within the one process is largely acceptable to the employees (London & Higgot)

Motivating Different Generations: Volvo Car Corporation

This study sought to gain deeper understanding of whether managers in this Swedish company were motivated by a rewards system (Axelsson & Bokedal 2009). It also explored the existence of generational differences in the company and the thoughts and preferences of the respondent managers on the matter. The researchers conducted 20 interviews with the managers. The company is located in Goteborg, Sweden. The study drew from the growing reality of different generations working together, each with its own characteristics and factors based on experiences. The researchers found interest in exploring how managers of different generations perceive reward systems. Results of the study showed that differences between generations exist but not substantial enough to distinguish one reward system from another. All generations of managers perceive salary as the most important part of a reward system. They also perceive non-monetary rewards of great importance. They did not perceive the variable components of the reward system as motivating as believed, although needed (Axelsson & Bokedal).

The study concluded that the managers surveyed were not directly motivated by a reward system (Axelsson & Bokedal 2009). It found both differences and similarities between the sample populations, Baby Boomers and Generation X respondents. One more conclusion was that the surveyed managers saw the reward system as a say to shared their result with those who helped create it. It should, therefore, exist in all organizational levels (Axelsson & Bokedal).

The Best Multinational Companies

The Great Place to Work Institute listed the top 10 multinational companies with the happiest and most contented employees (Ezine Mark 2013). Many factors were listed as creating a pleasant work experience. The most important attributes gathered included "a place where you truth the people you work for, have pride in what you do, and enjoy the people you work with." A list of 25 out of 350 multinational companies was made. These companies meet their employees' desire of 40 hours of paid volunteer work a year (Ezine Mark).

Kimberly Clark won the distinction of inspiring its employees to aim higher and to build on their corporate legacy of innovation and excellence. The company has 37,000 employees with a 1.2% employee growth in 1 year (Ezine Mark 2013). MacDonald's provides jobs to the long-term unemployed and then invests much on their training and development. It has a workforce of 1,800,00 and an employee growth of 3% in 1 year.

SC Johnson is a family company, which has committed itself to be one of the best to work for in the U.S. And in the world. It boasts of a rich history and innovative programs and services to balance employees' professional and personal lives. It has 12,000 employees and $8,800 million global revenues. Hotel Marriott claims to have established the best practices in the industry. It has 129,000 employees and $11,691 million global revenues. SAS software developer has a 7.6% employee growth in 1 year ad 12,226 employees. Microsoft Corporation topped the list of the best… [END OF PREVIEW]

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Motivation Employee Motivation Managers.  (2013, April 26).  Retrieved February 15, 2019, from https://www.essaytown.com/subjects/paper/motivation-employee-managers/9067463

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"Motivation Employee Motivation Managers."  Essaytown.com.  April 26, 2013.  Accessed February 15, 2019.
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