Motivation and Engagement - Case Study Example

MOTIVATION AND ENGAGEMENT Student’s Name Student No Unit Name Word Count Motivation and Engagement Introduction The key to success of every organization is keeping employees motivated and engaged. Thus, companies need to meet the motivational needs of employees which include but not limited to achievement, authority and power, and affiliation. Besides that employers need to invest in motivators which keep employees engaged. Some of these include adequate space to work in, break periods, office equipment that works properly, and good pay among others. Employee engagement is about creating the right condition for all members of an organization so that they remain committed to their organization's goals and values. Companies that implement strategies that are aimed at enhancing their employees’ motivation levels derive numerous advantages. For example, they perform well because satisfied workers have higher productivity rates, low turnover, and are more committed to their job. Thus, higher levels of employee engagement and motivation are key pillars of successful organizations. Discussion Barrick et al. (2015) analyzed how organizational engagement links with motivation, strategic implementation, and firm performance. They empirically tested the theory that when the three are used jointly, the corporate resources enhance the three psychological conditions required for full engagement that is surety, availability, and psychological meaningfulness. The sample comprised of 83 companies that provided the data needed to examine the topic. The authors found out that strategic implementation positively affect the relationship between the three organizational resources and overall corporate engagement. 83 small to medium sized credit unions participated in the exercise. All measures utilized a five-point Likert scale expect performance. Data was collected from three different levels that were entry level employees, TMT members, and mid-level managers. The authors demonstrated that firms could create, maintain, and enhance cooperative organizational commitment to achieve success for their organizations. Equally, it was revealed that firms could maximize collective organizational engagement when they design entry level jobs to enrich and enlarge work, support human resource investments and have effective people management strategies (Barrick et al., 2015). More importantly, transformational CEOs should be in charge of companies. Empowered motivated employees make it possible for easier realization of an organization goals. Van Beek et al. (2011) examined how workaholism, work engagement and burnout among Chinese health care professionals. High levels of workaholism were linked elevated levels of introjected regulation and identified regulation. Furthermore, high levels of work engagement were linked to high levels of intrinsic regulation, and high levels of burnout were mainly linked with low levels of natural regulation. Evidently, not all employees who seem committed to their work are associated with positive outcomes. Some need to be guided on quality and not quantity ouput. The researchers distributed 1000 questioners to four different types of hospitals. Different scales were used to measure the aspects. Workaholism was measured with the Dutch Work Addition scale. Work engagement was measured using Utrecht Work Engagement Scale and burnout using an adapted version of the Maslach Burnout Inventory-General Survey. Tims, Bakker, and Xanthopoulou (2011) sought to find out the impact of transformational leaders on employment engagement. The participants of the study were derived from two different organizations in the Netherlands. The researchers obtained data through the use of questionnaires where the participants were made to answer them. The study found out that sustained transformational leadership led to improvement in work engagement among employees. The study reveals that quality coaching helps enhance work engagement of employees. Similarities among the three articles The term engagement carries a similar meaning across the three articles. Schwantes, (2016) work engagement as the experience of a task rather than the behavior that is driven by the connection with the work role. They further argue that engagement is not a constant variable but varies within the same individual from one time to another. Van Beek et al. define work engagement as a positive, satisfying, job-related state of mind that is manifested through hard work, commitment, and absorption. Besides it comes out clear that engaged employees are more contented with their responsbilities and exhibit higher levels of commitments to their organizations. Van Beek et al. (2011) and Tims, Bakker and Xanthopoulou (2011) were based on self-reports. They both acknowledge that the method has certain limitations such as giving responses in a socially desirable manner or faking them. Barrick et al. (2015) administered questioners to the identified target group. The methods are similar since they collected evidence from the respondents using questioners. The studies acknowledge that workers engagement determines the outcome of the success of an organization. Companies that have high motivation levels among their employees perform well that those who do not have. People in an organization can be a source of competitive advantage. They also agree that the way resources in a company are allocated plays a crucial role in determining workers engagement. Employees working with enough resources can fulfill their objectives effortlessly. Therefore, their job engagement can be improved. It is, therefore, important that companies allocate the necessary resources needed for employees to carry out their daily functions. Leaders are charged with ensuring their subordinates are motivated. How they monitor and perform their managerial objectives play a significant role in motivating employees and keeping them engaged with their work. Found out that various management styles have a different impact on work engagement. In this case, transformational leaders were found to have to have a positive input on employee motivation and engagement (Barrack et al., 2015). Transactional leaders were found to motivate and reward employees for work well done. On the other hand, subordinates were found to value less working under leaders with transactional and laissez-faire leadership style. High levels of motivation and work engagement can be achieved by leaders who express high expectations of their employees and naturally bring the best out of them. Higher engagements and motivation among employees can be accomplished through satisfying their psychological needs. Integration of the information Many concepts can be integrated from the three articles. Firstly, most of the employees who are engaged love their work and organizations. However, organizations should be aware that engagement levels keep fluctuating depending on many factors such as employees’ mood. Managers should also differentiate the difference between workaholism, engaged, and burnout employees as they are often confused . Workaholic employees are those who have the predisposition to perform their work as required and are always infatuated with their responsibilities which reflect in their work (van Beek et al., 2011). They put so much effort than is needed for them to achieve organizational or economic standards and is often tied to a number of adverse results for companies and their families. On the other hand, engaged employees show passion for their work and are more satisfied with their job. When workers feel exhausted and doubt the value of their occupation and their capacity to perform, they can be said to be burnout. Managers should ensure that their subordinates engage positively with their work. The other important aspect that stands out is the role of leaders in influencing employee motivation and engagement. Particular leadership styles are more effective than others when it comes to employee motivation and engagement. For example, transformational leaders have the capacity to inspire and stimulate employees’ personal resources. Personal resources take two forms that are optimism and self-efficacy (Tims, Bakker and Xanthopoulou, 2011). Individuals in resourceful work settings are more likely to feel optimistic thus can achieve their work goals. Moreover, they transformational leaders are usually optimist and can transmit the same attitude to their juniors. At the same time, they can enhance employees’ self-efficacy through expressing high expectations of them. When all these are combined, they result in high motivation and engagement among employees. Various factors affect employees’ participation such as the way an organization is managed and how they relate with their workmates. In addition, culture also has a critical role in shaping how individuals work. For example, organizations, where most of their employees value their work, tend to have higher levels of engagement. Notably, this is achieved through affective-motivational states that are highly contagious and transferable to other members of the organization (Tims, Bakker and Xanthopoulou, 2011). As a result, shared perceptions are of engagement as sustained as employees interact with their counterparts on what is required of them. Similarly, the conditions in which workers carry their daily functions determine whether they value their work and give their best or not. Things such as enough resources, training, and motivation among others are important factors that boost engagement. Barrick et al. (2015) note that organizational resources enhance employees underlying psychological practices needed for complete engagement that is availability, meaningfulness, and safety. Barrick explains that a firm performance is determined by the mutual organizational engagement that is shaped by corporate practices, leadership styles, and workers commitment. Application of Integrated interpretation To achieve the highest engagement and motivation among employees, I would ensure that they are happy with their work. Specifically, this is possible through investing in employee investment programs of making them more comfortable. The other things that I would invest in are being transparency and communication. All employees must be aware of happenings in other departments and if possible given an opportunity to have their input and suggest ideas. Employees’ feedback is an important contributor to their happiness as they can pinpoint out issues that they are not happy with (Schwantes 2016). I would also ensure that they are treated with respect and dignity and build relationships. Notably, this would be achieved through getting to know them at a personal level and valuing them beyond work. Lastly, higher levels of engagements would be achieved through setting short and long-term goals which would give them the drive to achieve them hence raise their motivation levels. Having the right leaders for an organization is a key determinant in shaping employees perception of their work. For this reason, I would ensure that managers and supervisors are carefully selected based on the right traits that enhance employee engagement and motivation. Moreover, I would go for managers with a transformational style since it has been established that they are better when it comes to motivating employees to perform their tasks. Training would also be relevant to all managers in an organization to ensure that they taught on practices that ensure optimal workers output. Finally, I would strive for the right culture in my organization. Work environment is a critical source of influence on individual’s behaviors. In this case, I would ensure that my organization has a culture that encourages hard work and sharing of information. This way, my staff would be committed to their work at the same time they will have an opportunity to share with others any issues that may affect their performance. McGregor and Doshi (2015) say that a culture where people get recognized for their work is appropriate for organizations that seek to be successful. Basically, this would make employees work hard knowing that they would get promoted for work well done. Values will also be given emphasis over everything else and staff would be required to practice these values in their workplaces. A defined work environment helps guide workers on how to relate with one another and handle all situations that may arise in their daily interactions. Conclusion In general, successful organizations have higher levels of employee motivation and engagement. Motivated employees perform their work to perfection and are also linked to higher levels of engagement. Motivated employees tend to be comfortable in working for a company and therefore invest all their energies in their job. They are also disciplined which helps minuses cases of bad relations between workmates and other undesirable behaviors. To achieve organizational success, there should be the combination of the right leadership style, culture, employee motivation. It is important that organizations invest in the right type of leaders who can bring the best out of their subordinates. Good managers can rally their staff to achieve the companies’ goals. Businesses can keep their employees motivated by meeting their psychological needs. Communication is also is critical to keep employees motivated and engaged. Open communication makes it possible for managers to interact with their juniors. Reference List Barrick, M., Thurgood, G., Smith, T. and Courtright, S. (2015). Collective Organizational Engagement: Linking Motivational Antecedents, Strategic Implementation, and Firm Performance. Academy of Management Journal, 58(1), pp.111-134. Schwantes, M. (2016). 10 Best Ways to Keep Employees Happy, Engaged, and Motivated. [online] Inc.com. Available at: https://www.inc.com/marcel-schwantes/10-best-ways-to-keep-employees-happy-engaged-and-working-hard.html [Accessed 26 Apr. 2017]. Tims, M., Bakker, A. and Xanthopoulou, D. (2011). Do transformational leaders enhance their followers' daily work engagement?. The Leadership Quarterly, 22(1), pp.121-131. Van Beek, I., Hu, Q., Schaufeli, W., Taris, T. and Schreurs, B. (2011). For Fun, Love, or Money: What Drives Workaholic, Engaged, and Burned-Out Employees at Work?. Applied Psychology, 61(1), pp.30-55. Appendix 1 Appendix 2 Appendix 3 Read More