In the chapter 7 reading exercise, I derived several important lessons that were worth noting. One of the concepts I picked was motivation. Motivation refers to the processes that account for an individual’s enthusiasm, energy level, commitment and the amount of creativity and effort of an employee towards attaining the organizational goals. Employee motivation is an important asset to an organization for the achievement of its goals and success. Motivation is achieved through facilitating intention, intensity and persistence (Robbins). Another concept is job engagement refers to the level of an employee’s investment in terms of physical, cognitive and emotional energies into job performance (Robbins). Job engagement is a critical driver of business success for a company in the competitive market today.
Employee motivation determines the level of creativity and the commitment of the company’s staff to deliver on their job which is reflected in the quality of goods or services being delivered to customers. There are competing theories that encourage employee empowerment for incentives and employee involvement (Robbins). There are many different methods of motivating employees as the primary factors to increase individual job performance.
The best employee motivation efforts from motivation theories or strategies employed in an organization should focus on what the employee values as important. This makes it possible for employees in the same department to have different motivators. As a manager, I will focus on employee motivation through flexibility in job design and reward system to increase employee permanency with the company and enhance performance and better morale. This will ensure the satisfaction of customers from the products and services we provide as a company. Job engagement was another important terminology that was worth my understanding. Employees committed to their job, are more performant and productive in their daily activities to achieve company objectives. Employees who are motivated by the activities they do or stimulated by it as a result of passion, invest much more energy in fulfilling their roles (Robbins). This will give the best result to their customers and the organization. Job engagement by employees relates to the company commitment hence reduction in the turnover rate of employees.
As a manager, I have learnt that employees who are more engaged in their jobs are the best for delivering the maximum results for customer satisfaction. Those employees tend to give the same commitment to the company. Given that individuals tend to judge the favorability of their outcomes relative to what others receive, what can be the result of someone getting rewarded for their performance but yet being disappointed in the reward that they receive?
Companies are given to encourage their employees to repeat behaviour by providing a desirable reward to the employee for their performance. According to reinforcement theorists, positive reinforcement is a desirable consequence that satisfies an active need or that removes a barrier to need satisfaction (Robbins). This is achieved when an employee is rewarded favourably for their outcomes in their jobs to satisfy their need for recognition of the job well done. There are wide variation in what employees consider to be a positive reward. If an employee doesn’t feel given a positive reinforcement compared to another employee, which may be praise from a supervisor, the reward may turn to be a negative reinforcement to that particular employee. As a manager, I will use this technique for making the desired response more likely among the employees through a reward system. This will enhance the repetition of the best behaviour for maximum productivity.
Robbins, S. P. (n.d.). Essentials of organizational behaviour (4th ed.). X, 197 p.Order Now