Remember to respond to at least two of your fellow learners with a positive yet critical analysis of their discussion. Support your conclusions and arguments with 2-3 outside references.
prof question? :
As you consider the ways that organizations can assist in the motivation of individuals to achieve more for the organization, analyze your organization and discuss some of the ways in which it can do a better job of motivating the employees through empowerment and involvement. Discuss two of the models listed in Chapter
MY DISCUSSION POST REQD AND TWO REF
There is a definite belief in Expectancy Theory within our company. Our owner has always pushed the importance of working hard toward doing the job well and doing it right the first time. When mistakes happen, take responsibility, correct it and work hard toward the finish of the project. There is certainly the expectation amongst our work force that if you put in the effort and the time in a genuine, positive and economical way then there will be a positive result. In regards to our company a positive result is completing a job on time, under budget without having to return to fix any preventable problems.
I think that this motivational technique is effective in accomplishing our organizational goals, however when it comes to the emotional benefits for our employees I feel that it falls a bit short. There is a perceived lack of inequity within our organization. Our compensation is solely based on profit sharing. As the book points out I have found that this is not an effective way to compensate our work force because many employees do not see a direct link between their efforts and the company making a profit. I tend to agree. In my experience in construction, the laborers very rarely have an effect on how much money a job will make when completed. I have found that profit on construction projects are made during the bid and planning phase. Therefore, when profit sharing is handed out at the end of the fiscal year many employees donâ€™t understand why their share is so low when they have built a reasonable expectation of reward because they have worked hard and expect success and to be rewarded for this success.
I believe that our company would benefit greatly by improving in the aspect of equity theory. I think if we moved toward rewarding the group on a project by project basis. If employees are working hard to complete a job and do so successfully, then they should see the immediate rewards of that work without having to wait to the end of the fiscal year and hope that other projects have done well. It would also reinforce the belief that quality and hard work will lead to expectancy for success and reward.
In applying the concepts of Motivation to my organization, I do find that overall, my organization does a fairly good job of motivation. Based upon the expectancy theory, employees will inherently strive for pleasure and stray away from activities that lead to pain. My employees in particular are well equipped to do their job, so they can “expect” that their effort will yield a good performance, and their good performance will be “instrumental” to them attaining valued outcomes. In my organization’s case, the outcomes have a high positive valence. Pay rates are well above average, bonuses are common, and perks such as 1/2 days off, and dinners out are often awarded to employees. The one area that I feel my organization could do a better job at motivation is based upon the Equity Theory. The equity theory states that individuals compare their input and outcomes with the inputs and outcomes of those in the same position, or a similar position. When there is a discrepancy, this leads to an urge to balance the inputs and outcomes. For example, in my organization, the employees who work in the office staff are often held to a higher standard of excellence than the sales staff. This is due in part to the fact that much of the sales staff is life-long friends of the owner. An example would be when an office staff member is out for illness or vacation. Her absence is placed under greater scrutiny than if a sales member were out. The most obvious inequity is when a sales staff member won’t show up for work for a couple of days without calling in, and there are not any repurcussions. An office staff member would never be able to get away with such behavior. Or if a sales staff member wants to leave for the day, he can persuade the owner (his friend) to go golfing with him or have a few drinks with him. This definitely leads to discomfort as discussed in the equity theory. My organization would do well to make all rules and consequences equivalent across the board.