The paper 'Methods Managers Rely on to Motivate Staff' is a wonderful example of a Management Assignment. Businesses cannot afford to underestimate the power of the highly motivated staff. In fact, if one thinks about it, success in any business arena may be marketing, finance, or human resource management, which is ultimately traced back to motivated employees (Motivating Employees. d). Then, it follows that one of the important functions of a manager is keeping employees. This realization makes it necessary to explore the methods that managers rely on to motivate their staff. Nisen (2013) acknowledges that seeing capable employees underperform is very frustrating for managers.
In most cases, the employees are usually de-motivated, scared, or uncertain. This is a challenge that most managers face. To address it, management gurus have come up with several theories that try to explain what motivates, and how to motivate employees. McGregor’ s theory X and theory Y and Maslow’ s Hierarchy of Needs are classical examples of motivation theories. In this essay, we shall look at how managers are applying these theories and how they have benefited their organizations.
When implementing these, managers face certain challenges, which will be addressed with reference to how they make it difficult to apply motivational theories. Methods Managers Rely On To Motivate Staff Before tackling the methods managers use to motivate their staff, it is important to understand what motivates them. According to Podmoroff (2005), the greatest motivator is maintaining good working relationships as well as a great working environment. Proper compensation, challenging tasks, flexibility, and creative freedom are just a few examples of things that can be considered motivators. Evidently, these factors represent a person’ s need to be valued and appreciated.
Therefore, in order for managers to motivate their employees, they should create an environment and culture that encourages individualism and recognizes performance (Messmer, 2001). Motivation programs need not only entice employees but also place value on their interests People are different and no blanket method can be used to motivate them all (Shari, 2013). Therefore, managers should not focus on finding a one-stop solution; rather, they should try to focus on classifying employee needs then developing programs that address their motivational needs. For example, intensively competitive people are likely to respond well to performance-based pay, whereas those who are more interested in teamwork and collaboration may not.
In the end, the management decides that performance pay-based is not effective and begin to look for another strategy. When discussing motivation, it is very easy to forget that managers too are employees and need to be motivated. Therefore, employee motivation is a strategic activity and all levels of management have to be involved. In addition, it is important to remember that there are two perspectives on employee motivation.
Internal and external motivators motivate employees. Therefore, managers need to learn those that are internal and external. Internal motivators tap into a person’ s inner drive and are unlikely to change. On the other hand, external motivators are material benefits that the world has to offer. They include enticements such as salary increases, bonuses, and awards. Their main purpose is to increase job satisfaction hence improving employee motivation.
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