WORKPLACE MOTIVATION

WORKPLACEMOTIVATION

WorkplaceMotivation

Motivationof employees has always been a vital aspect of business operationsfor managers and leaders. Webster`s dictionary defines motivation aninternal drive that pushes an individual to perform a given duty oract in a particular way. Motivation can also refer tothedetermination to toil at a certain degree of effort (Gitman andMcDaniel, 2008). Motivation concept emerges, in contemporary models,out of expectation, values, intentions and goals. Motivation amongstpeople varies significantly. Since motivation emanates from within,administrators should nurture and support the motivation possessed bytheir employees.

Motivationconcepts are important ideals that managers pay attention to. Itgives insights as to why individuals perform at the workplace as theydo. Consequently, managers can formulate strategies to improveemployee productivity. Inert employees are more likely to devoteless effort in their works. Such employees have a tendency ofavoiding the workplace regularly and subsequently yield poor qualitywork (Fargus, 2000). Contrariwise, motivated workers are more likelyto be tenacious, creative and industrious. They, therefore, willinglyundertake any duty and produce quality work. When workers have asense of autonomy, get response concerning their performance performduties that involve their skill expertise they feel happy.

Thereis an ancient adage, “You can take a donkey to the river, howeveryou can’t make it drink it will merely quench because if it`sthirsty”. The same maxim also applies to humans. They do what theywant or otherwise inspired to do. Employees, therefore, must bemotivated either through external impetus or by themselves. Theresponsibility of any leader or manager involves ensuring that his orher workers labor as prescribed. In order to ensure such outcomes,the manager or leader should motivate his or her workforce(Podmoroff, 2005). Most workers needs motivation in order to feelworthy about their occupations and perform optimally. Financialincentives motivate some employees whereas others findacknowledgment and rewards individually motivating. Employeeproductivity is directly affected by the motivation behind it.Motivated employeesare excited in their occupations, and theyperform their duties perfectly well (Podmoroff, 2005). Top companiesrapidly execute today`s motivation strategies. They come in the formof incentives, recognition and self-motivation. Managers of topcompanies such as Google and Zappos embrace the use of incentives tomotivate their workers. Such incentives include bonuses, travel perksand paid time off. Incentives motivate workers to strive more formore than a typical paycheck. Some employees require recognition fromtheir bosses in order to provide a quality job. Understanding andappreciating excellent work by employees makes them feel good andboosts their working spirit to create moregood things. Publiclyidentifying a performing employee is likewise an encouraging factorthat motivates employee productivity (Gitman and McDaniel, 2008).

Accordingto Maslow, motivation is based on a hierarchy of needs that everyhuman being has. An individual cannot proceed to the subsequent classof needs without adequately satisfying the preceding level. Thestandards include firstly basic physiological needs which comprise ofair, food and water. The following hierarchy issafety andsecurity needs. This level consists of requirements that provide asense of security and having an abode to reside. Establishments canachieve such needs by guaranteeing employee’s job security andprotectionfrom verbal, physical and emotional hazards. Socialaffiliation and belonging level prescribes the need for friends andfeeling of belonging (Gitman and McDaniel, 2008). The fourth levelaccords esteem needs that describethe feeling of purpose andmeaningfulness to once life. Lastly, is the self-actualization stagewhich comprises individuals’ attainment their probable levels ofwell-being.

Top-chaincompanies have a way of strengthening the personal relationships oftheir top performers. In their quest to retain such talent, theycontinuously offer them fascinating and rewarding challenges. Profit-sharing approach is the most recent motivation strategy that thecompanies implement. When products they produce are successful, theyaccumulate their percentages (Podmoroff, 2005).

Somecompanies have decided to make their workplace enjoyable. Humor andtrust are two greatest motivation factors. An enjoyable workplacecreates a culture of positivity. Ami Dra the founder of the prominentnon-profit center idealist.org hires kind and interesting individualswho make her workforce laugh. Certain companies have developedpolicies that embrace and take into consideration important eventsfor their employees. For instance, to help their staffs enjoy theirbirthdays they are permitted two hours late on their birthday orarrive two hours late the following day (Lauby, 2005).

Acrazy incentive by Google Company was when it decided to hold a limolottery. The whole incentive ensured that the winning employee gotthe chance to be driven to work and dropped off weekly in a limo.Alpine Tubular Management &amp Supply Inc. gives a golden trophymonthly to a member of staff or team that “goes beyond the normalroutine to service clients (Gitman and McDaniel, 2008). WilsonLearning Corporation, on the other hand, presents new staffs at thethird month with a watch. After a decade, the company awards themwith a golden watch (Gitman and McDaniel, 2008).

RogersInsurance based in Canada has a dream program that rewards theirworkforce through their “Dream Program” annually. The programallows all workers to note down their wishes then four employeesrandomly selected get $10,000 towards realizing their dream. Thecompany furthermore deposits $100 annually into every worker’s“Dream Account. Cable &ampWireless Optus in Sydney holds a draw toname floors in their headquarters after their workers every fiveyears (Lauby, 2005). The winning worker gets the floor formallychristened for them accompanied with a photo and on the wall. WellsFargo has a list of one hundred and one rewards comprising hot-airballooning, debts clearance, and university scholarships for yourchild and a home makeover.

Inthe long run, motivation must originate from within every singleindividual. No manager or leader is always the lone and constantbasis for motivation for an individual. While the manager`sencouragement, backing and inspiration will sometimes motivate theiremployees, the manager`s utmost role recognizes people individually.Individual recognition helps in finding a person’s strengths andcapabilities. In the same manner, it helps indentify individualemployee’s weaknesses which can be improved through training andother mentorship programs. In this way, success, growth andrecognition will come naturally to the individual. It is theseelements that are the fuels of individual motivation. Individuallymotivating workers is an important lesson in today`s job market asnoted by Lauby, (2005). Every organization should invest inmotivating employees through financial, emotional and social supportwhere necessary.

References

Fargus,P. (2000). Measuringand improving employee motivation.London: Financial Times Prentice Hall.

Gitman,L. J., &amp McDaniel, C. D. (2008). Thefuture of business: The essentials.Mason, OH: Thomson South-Western.

Lauby,S. J. (2005). Motivatingemployees.Alexandria, Va: ASTD Press.

Podmoroff,D. (2005). 365ways to motivate and reward your employees every day– with little orno money.Ocala, Fla: Atlantic Pub. Group.