Workplace Motivation Essay Example for Free

Workplace Motivation Essay The theory of motivation in the workplace is defined as empowering others to perform tasks they would not normally perform. Considering there is a multitude of ideas, theories, and methods promoted by experts in the area of employee motivation, choosing the correct method is daunting. The goal is to select one or combine methods that will motivate employees to excel in the workplace and attempt to increase employees’ personal satisfaction. The challenge in all organizations is to create a perfect balance between employee motivation and how to implement and sustain the program. Positive reinforcement has proven to be one method easily applied in the workplace and is conducive to higher productivity and profitability. However, diligence by the management staff must be required to create and maintain the motivation level of employees. The motivation level of the dispatch department at Prime Satellite had been an issue of contention with the management for many years. The turnover in that particular department exceeded any other department in the company. Admittedly the job was a stressful and frustrating position. These employees were also the least paid per hour than other employees at the company therefore, the massive turnover problem. I had been employed as the technical customer service manager for six years at this time. My department and the dispatch department worked closely to maintain a high-level of customer service. Observing the constant stream of new employees in the department and low morale, I suggested changes to the owner. The owner asked me to become the dispatch manager to correct the situation. The first change was in the recruiting and hiring process. The previous candidates for the position had not been selected on a specific skill set because the job duties were undefined. The job required a person who could understand technical information in addition to possess excellent communication skills. These employees had to relay detailed information not only to satellite technicians but also customers. The most important skill the employees required was intrinsic motivation because the employees would have to work autonomously once they were trained. Understanding the job duties, the company began hiring more competent people. The pay was increased by two dollars an hour to recruit the talent to create a fully functioning and productive department. The first change to the training procedure was to engage the employee to discuss her ambitions and her expectations from the company. I thought this was important to create a dialogue and a sense of belonging. A history of the company was explained to each new hire. This became important because the employees could envision a future with the organization. The business was rapidly expanding and the new employees were encouraged to participate in the exciting possibilities. The next change was in the training process. The department had five employees who required retraining. This action was not received with enthusiasm by four of the five employees. The lack of motivation and low morale of the department had created an environment of apathy. Therefore, retraining was futile. I recruited and hired four new employees within the first two months of managing the department. The new environment was happy, positive, and creative. I could not authorize monetary rewards. However, praise and recognition are free. This created a team of motivated and positive people because teamwork does not depend on monetary compensation. The sense of belonging provided the employees empowerment over their daily duties. Employee satisfaction correlated with the productivity of the department with an increase of 150% within 90 days of implementing the new policies. The humanistic view of motivation may have critics but in this situation the theory proved to be effective. The new procedures were not without pitfalls. Each employee had her own work ethic, cognitive skills, and level of motivation. Learning each employee’s characteristics and habits assisted me in learning how to discipline and reward each individual. This challenge proved to be one of the most rewarding experiences in my work experience because I believe in self-actualization and encourage it in others. The employees were encouraged to develop new skills and techniques to improve their own performance. They were the people performing the job on a day-to-day basis therefore each employee’s suggestion was considered to develop new strategies to eliminate repetition and enhance productivity. The more the employees became engaged in creating procedures, assumed responsibility, and provided feedback the more motivated they were to perform. The incentives the employee’s enjoyed could not be monetary but developed into a sense of worth and accomplishment. Remember, this was not an easy job. The employees had to speak to frustrated, angry technicians, customers, and salespeople. The stressful situation required diffusing on occasions. In those situations, the best solution became a long break and discussion. The employee would be taken to a quiet area of the office and allowed to vent, complain, or just talk through the stressful situation. This not only relieved the stress for the employee but also gave her the sense of validation that the company understood and most important cared about her well-being. I had created a team of people who worked for low pay yet had high motivation because of one simple fact; they were treated with dignity and respect. They were dedicated to perform to the best of their abilities because they could not let the team down. The previous attempts to increase employee retention in the dispatch department failed because the manager used fear to control the employees. He used the old scenario of â€Å"they get a paycheck, what more could they want† method. This extrinsic motivation technique did not apply to this situation of this company or any other. People need more in their workplace than a paycheck. They need to believe they are doing something worthwhile to be intrinsically motivated. What happened next in this organization will validate the last statement. The ownership of the company changed. The changes to the culture of the entire organization were profound and created a cognitive dissonance. The focus of the new administration was the bottom line and nothing else. Promises were not kept and threats of joblessness prevailed. Motivation plummeted. Extrinsic motivation was the only motivation for all the employees. The new method of motivation was not sufficient to retain the best employees. Benefits were curtailed, bonuses and raises were suspended, and recognition was nonexistent. The Expectancy X value theory was destroyed for those employees who depended on that type of motivation. Praise for a job well done became extinct because the new owner decided it was not necessary. The exclusive reliance on extrinsic motivation will fail if intrinsic motivation no longer exists. The employee retention problem returned with vengeance. Within the first 90 days after the new ownership, the department lost three of its best employees because the support for self-actualization ceased to be an important factor. Humans do not tolerate negative changes to their environment such as the workplace. If a hygienic environment becomes confused with misinformation, distrust, and lack of security it will become toxic. This became a very toxic workplace for all involved. Obviously, this was not the correct motivational theory to apply. The company closed one year later. Motivation is imminently important to any organization whether it be business, school, social group, or a family. The more humane and positive the motivation, the more productive anyone or anything will become.