Individual reflective report about motivation

Topics: Employment, Motivation, Management Pages: 5 (1543 words) Published: November 16, 2013


Assignment title:

Individual Reflective Report about Motivation

Content

Statement of authorship 1
List of figures 2
1. Introduction3
2. Three methods of motivation and their analysis of effectiveness for an organization3-4 3. Motivation methods in practice supported by my personal working experiences4-5 4. Conclusion6
5. References7

1. Introduction
Nowadays, it is known that motivation inspires better performance and higher productivity. Within the following part, different methods of motivation are depicted and discussed. In general, this paper is divided into two main sections: the first section embodies three different methods of motivation and an analysis of their effectiveness for an organization. Based upon this analysis, the second section provides an integration of the motivation methods in practice- supported by my personal experiences during my previous working life. More precisely, this section provides an insight into how the methods influenced me, the superior and the whole organizations performance, as well. Additionally, the positive and negative consequences will be pinpointed. Finally, I will give some significant conclusions.

2. Methods of motivation and their analysis of effectiveness for an organization The methods of motivation can be classified into financial and non financial methods. The first one is empowerment at work. Employers have to provide challenging tasks and meaningful work for the employees. Moreover, the work should fulfill the individual and involve the whole personality. Employees need to feel that their actions count and that they have freedom to make decisions (Greasley et al., 2007, p. 43). This is possible due to meaningful work. Employees need to understand the vision and goals and it will create a more stable and motivating work environment. Furthermore, it gives employees the power and self-confidence to do their job. Employers have to keep in mind the distress of too excessive demands. To avoid this, they have to place reachable goals (Mullins, 2010, p. 277) and should provide good communication with meetings on a regular basis. Once discussed, employees have a positive approach and offer ideas for improving the business activities. As a result, employers made a step to motivate their employees to give their best and contribute to the companies’ results optimally (Mullins, 2010, p. 265). The second non financial motivation method is job rotation. “Managers must focus on changing the intrinsic nature and content of jobs themselves by ´enriching` them to increase employees` autonomy and their opportunities to take on additional responsibility, gain recognition, and develop their skills and careers” (Beardwell & Claydon, 2007, p. 495). This offers the employees the possibility to rotate between many positions within the company. The employees become more knowledgeable and improve their abilities and skills. By job rotation, employees are able to “transfer collected experiences to each other and create knowledge networks throughout the entire organization” (Brunold & Durst 2012, p. 183). Additionally, they can take over new responsibilities and gain more experiences. Furthermore, the rotation increases the satisfaction, since employees identify their strengths and weaknesses (Importance of job rotation, n.d). Contrary, employers are able to learn about the employees’ characteristics. While rotating within jobs employees are observed and supported if necessary (Brunold & Durst 2012, p. 182/183). The risk of job rotation consists in lacking communication or important information as well as loss of knowledge during this process. Due to this fact employers have to take care of well-functioning communication and sufficient training during the entire process. In the following, one indirect financial method will be presented, namely fringe benefits. By appliance of this noncash form of...

References: Beardwell, J. & Claydon, T. (2007). Human Resource Management. A Contemporary Approach. Great Britain: Pearson Education Limited
Brunold, J., & Durst, S. (2012) Intellectual capital risks and job rotation, Journal of Intellectual Capital, Vol. 13 Iss: 2, 178 – 195. DOI 10.1108/14691931211225021
Business, Management, Human Resources Dictionary (2013). Retrieved from http://humanresources.about.com/od/glossaryb/Business_Management_Human_Resources_Dictionary_B.htm
DeNisi, A.S., & Griffin, R.W. (2008). Human Resource Management. United States of America: South-Western Cengage Learning
Greasley, K., Bryman, A., Dainty, A., Price, A., Naismith, N., Soetanto R., (2008). Empowerment from an employee perspective, Team Performance Management, Vol. 14 Iss: 1/2, 39-55. DOI 10.1108/13527590810860195
Importance of job rotation. Retrieved from http://www.alagse.com/hr/hr9.php
Les Brown: Motivational Quotes (2009). Retrieved from http://lesbrown.org/lesbrown.com/english/motivational_quotes.html
Mesriani Law Group. (2009). Fringe Benefits: Giving Perks to Employees. Retrieved from http://www.hg.org/article.asp?id=7753
Mullins L.J. (2010) Management and Organizational Behavior. Rotolito Lombarda, Italy
Musselwhite, C. (2007). Motivation = Empowerment. Retrieved from http://www.inc.com/resources/leadership/articles/20070801/musselwhite.html
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