Motivation in the workplace

Topics: Motivation, Maslow's hierarchy of needs, Regulatory Focus Theory Pages: 6 (2147 words) Published: February 22, 2014
Level 4 HNC Diploma in Business

Unit 3 0rganisations and Behaviour

Assignment title: Motivation in the Workplace

Staff motivation is an integral part of a working organisation as it affects the day to day running of a business. When it comes to motivating staff everyone is different and it is up to managers and team leaders to make sure that each individual is dealt with according to what and how they need motivating. Some organisations use theories such as Frederick Herzberg’s or Maslow’s hierarchy of needs to help them achieve a motivational workforce. A manager’s leadership style is very important as it has an impact on motivation and whether or not a business is ran successfully or unsuccessfully. A leadership style needs to suit the work force in order for it to run smoothly and efficiently. I feel the leadership style used in my work place at the time Flucan claims was introduced Autocratic I believe this to be the incorrect style as managers that run a business with an Autocratic leadership can tend to come across as dictatorial and assertive which can make staff demoralised. Staff may feel that they do not enjoy going to work and that it is more of a chore than a career because of this leadership style. Autocratic managers usually make decisions without consulting their staff, this can cause staff members to dislike their manager and decrease staff morale. However this leadership style can be beneficial to a company that like things done quickly. If an imperative decision is needed to be made as quickly as possible without consulting any other members off staff then this may require a strong leadership in order to get the job done effectively and efficiently. I feel the leadership style that should have been used during the Flucan disaster is Democratic. This leadership style involves staff members in their projects allowing staff to voice their opinions give them a sense of value as they know that mangers are taking all of their thoughts and ideas on board. Although the managers may not use all of the ideas the staff have relayed to them they appreciate being involved in the company’s projects. Managers using this leadership may think running a workforce this way to be beneficial as they can explore the range of expertise within their employees and will have a better end result within their project. If the managers at High Street considered a Democratic leadership style rather than an Autocratic they wouldn’t of have had teething problems at the beginning of taking over Flucan claims. If High Street planned everything correctly and informed their staff members about what was going to happen within the company staff could have helped with the decision making and gave their views and opinions then it could have been a success from the start. (3.1)

My example of motivation in the work place is based upon a situation that took place where I work, which we refer to as the Flucan disaster. This took place in May 2012 when High-street acquired data from another organisation named Flucan Claims. They had gone into liquidation and no longer could deal with their client’s claims. The data contained client’s that had claimed against banks for mis-sold payment protection insurance which is what my company specialises in. High Street felt it was for the companies benefit if we took Flucans incomplete cases and use them to create capital that could then be re-invested into the business. However this did not go as smoothly as first thought. The company thought the customers could be contacted easily to be informed that their case owners had moved to us and we would be taking care of their cases efficiently. What we later found out was these cases had not been properly managed and hadn’t gone through the correct procedure or reach of High Streets level of service, therefore made making Flucans case successful very challenging. Staff became very demoralised and did not want to come to work as they felt really...
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