Essays on Staff Motivation Case Study

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The paper 'Staff Motivation' is a good example of a  Management Case Study. In the contemporary world of business, organizations are doing everything possible in their portfolios to maintain steady growth and sustainability. The environment has become so diversified and competitive that managers have to come up with creative and innovative ways to edge out their rivals and any upcoming competition (Shanks, 2003). Organizations have been forced to operate with leaner budgets and rising costs of doing business that has greatly affected the levels of revenues and consequently profitability.

In this view, managers, and leaders in organizations are under constant pressure to go the extra mile in ensuring that organizations stay afloat in a world driven by globalization and liberalization. Further, the economic status in many countries has been in shambles, forcing businesses to operate with smaller and efficient workforces. The result of this has been increased pressure on employees to deliver high targets, given short periods of time and resources. Employers are nowadays working with workforces that are objective to organizational goals and long-term objectives. In this view, they are going to extreme extents to ensure that they only engage the best personnel the market has to offer.

This has been accomplished through rigorous training programs and mentoring to shape employees towards achieving specific goals entrenched organizational vision and mission (Martin & Joomis, 2007). The competition is not only in the end products that organizations produce but also in the workforce itself. The demand for productive employees is higher in the modern world than it was two decades ago. Due to high expectations vested on employees, their motivation has become a critical issue in an effort to achieve set objectives and reach certain targets.

According to Shanks, (2003) a motivated employee is a productive employee. Employee motivation has gained momentum and theorists have come up with models that managers could apply in their portfolios to yield the best out of their employees. The practicability of these studies has proven to be effective depending on the organisational application and support strategies that accompany them. In this essay one of the most applied motivational theories, Maslow’ s Hierarchy of Needs theory will be discussed and evaluated on how it can be used by managers to improve organizational performance. The concept of motivation Motivating staff in an atmosphere with pressure to achieve their potential is a complex undertaking.

It takes into account human psychology which is diverse among different people. Therefore, managers have to have an understanding of their employees in a more than working relationship, in order to motivate them accordingly in regard to their personalities and aspirations in life. Research has shown that a majority of employees spend less than 50% of their time at work being productive (Buckinghum, 2005).

This translates to losses to the employer. Motivation is all about making employees have the desire to work well and achieve results that they themselves can associate with. Motivation can, therefore, be defined as the process that comes from certain needs leading to certain behavior which brings reward if it is achieved (Mak & Sockel, 2001). These rewards can either be intrinsic or extrinsic in nature. Intrinsic rewards are found in self-fulfillment and satisfaction psychologically. On the other hand, extrinsic rewards pertain to material rewards such as bonuses, increased pay, and added benefits.

Employees or staff in the workplace can get motivation from different sources. The most valuable motivation is that that comes from within an individual. There are several external factors that can influence an individual but not even managers can force action out of a person (Shanks, 2003). Employers and managers, in general, provide incentives such as better working conditions, better perks, and team-building activities among others (Herzberg, 2003). The act of balancing organizational goals and meeting employee requirements is a difficult one for managers.


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