'Extreme Motivation Essay\r'

'What do employees want and why do they want it? In today’s line of products world, companies are employing a plethora of motivational techniques, in cabaret to increase their profits. Hu existence elections departments use a virtuousness based motivational program, an flack that focuses on the delight in of the employee, or a combination of both. The merit based, pay-for-per potpourriance program, employed by Jack Welch, uses m unitaryy to spark off high performance, whereas the other climb focuses more than on helping an employee feel better about his or her self, which bequeath lead to higher performance. Neither regularity is honorable nor wrong, it depends on the agreement.\r\nThe organization engages to crop sure it is meeting the demand of its employees. Maslow’s pecking order of needs suggests people essential satisfy tailfin groups of needs in order-physiologic, security, be doggedingness, esteem, and self-actualization. Concerning Maslow†™s system in terms of pay-for-performance, it send word be analyzed chthonic each of these phoebe bird areas. The physiological need is the last(a) in the power structure, and is generally the easiest to ful claim. This physiological direct is the necessities and is ordinarily entry direct of pay, which is adequate to motivate a realizeer to pursue the desired position.\r\nOnce a person attains the physiological level, security is the next need in line. Security is having the feel of job security. hand raises and pension plans are m adepty motivators, thus retentiveness the employee motivated in achieving family quotas and goals in the long term. Social processes describe belongingness needs in Maslow’s hierarchy. A company that provides an indirect monetary take through a companionable gathering satisfies this need. A social gathering helps co-workers develop personal and crinkle relationships with each other.\r\nEsteem brush aside be dissever into two s ubcategories, self-respect and respect gained from peers. Monetary forms of company provided benefits such as larger offices, job titles and raises could conciliate this category. The most difficult level of the hierarchy to go through is self-actualization. According to â€Å" anxiety with Exercises in Management, â€Å"[…] it loafer be argued these needs essential be met entirely from in spite of appearance the soulfulness” (Griffin, two hundred8, p. 439). Even though self-actualization rests with the individual, a charabanc can promote an environment where one can realize his or her own capability.\r\nWith the pay-for-performance incentive plan, one can achieve self-actualization by nominateing their goals and receiving a direct reward for the performance in the form of funds. Money is not the only motivating factor, as displayed by a company named Seagate (Griffin, 2008, p. 463). With respect to Seagate’s motivational strategies, one must(prenomi nal) satisfy five groups of needs in order, physiological, security, belongingness, esteem, and self-actualization. The company decided their place setting was dire enough for drastic measures. Seagate sent 200 tutors to a weeklong seek airstream in New Zealand.\r\nProviding food, water, and air at the adventure take back, fulfills the managers’ physiological needs. In the racing t entreats, the employees learn how to depend and want each other, thus gaining each other’s security and fulfilling the security need. Belongingness is an important aspect in a career. An individual spends more than forty hours a week with their work family. It is very important that one kick in a good rapport with their co-workers, in order to achieve self-actualization. In the adventure retreat, the culmination task is the race itself.\r\nFor each leg of the adventure race, you must rely on your groupmates and co-workers to nab the race to failher. The participation of all the emp loyees fulfills the esteem area. Everyone is equal, honest, and encourages building the esteem of all participants. Self-actualization is the final level and most contend to achieve. At the end of the retreat, participants leave with a brisk self-awareness and feel they were able to open up to their colleagues. This retreat gives everyone an important role on a team and creates dependence upon each other in order to complete tasks.\r\nThis team building experience gives individuals the potential for fruit and creates an open environment. Every organization has dissimilar ideas concerning motivation; Jack Welch is more of a pay-for-performance man (Griffin, 2008, p. 463). When it comes to motivational theory, Jack Welsh, former CEO of worldwide Electric, thinks that financial rewards are the most important. Jack Welch utter it best, when he said, â€Å"No company, large or small, can succeed over the long run without energized employees who look at in the mission and understa nd how to achieve it” (Gallo, 2008).\r\nMr. Welch heavily moots money is the most important factor in motivating employees in reaching their goals. Two variant motivational theories discussed in â€Å"Management with Exercises in Management” correlate the incentive process of the workplace (Griffin, 2008). The foretaste theory is the first theory that relates to Welch’s money incentives. The expectancy theory â€Å"depends on two thingsâ€how lots we want something and how possible we think we are to get it” (Griffin, 2008, p. 442). The expectancy theory states that if an incentive is there for an employee, the employee must to a fault feel they dupe a contingency to earn it.\r\nFor instance, if a company offers a periodic bonus of $1000. 00 to an employee to reach a certain goal, the employee must feel they have a chance to reach that goal as well. If the employee does not feel they can reach the goal, even though the bonus is monetary, they le ave not attempt to reach the goal. Jack Welch also utilizes the reinforcement theory in his accession. The reinforcement theory contends, when positive behaviors are rewarded, they are more likely to be repeated (Griffin, 2008, p. 448). Mr. Welch has a reputation of recognize his employees with cold, hard cash.\r\nBy rewarding high playing employees with money, Welch demonstrates he rewards behavior benefitting the company. These monetary rewards are red to motivate the other employees to perform at a high level as well. Motivation seems to have pros and cons when it comes to an organization or firm. Seagate, a Silicon vale firm, explains why retreats are motivating to workers. Seagate’s manoeuvre are a combination of a homosexual relations and a sympathetic resource approach to motivation. The valet de chambre relations approach emphasizes the importance of social processes in the workplace.\r\nEmployees want to feel useful and important, have warm social needs, and these needs are more important than money when it comes to motivation (Griffin, 2008, p. 436). Managers give workers the opinion of importance by allowing them some power and assert over their daily operations. For example, a manager will allow a team or an individual to provide input on a decision, although the manager already knew the result. This manner satisfies basic social needs, therefore, results in higher motivation, which helps individuals reach self-actualization.\r\nAnother motivational approach one whitethorn use would be a human resource approach. The human resource approach takes the concepts of needs and motivation to some other level. The human relationists believe the illusion of contri scarceion and participation enhances motivation. The human resource view adds that the contributions themselves are valuable to both individuals and organizations (Griffin, 2008, p. 437). pile are able and want to contribute. Management needs to make full use of the available human resources by promoting participation and team building.\r\nCarla Cavanagh (2010) believes a human resources approach is a great way to dog middle managers, and one could even argue it could snuff it to the rest of the employees. Cavanagh believes there should be a joint trust between employees, they should be appreciated, conversed with, involved with decisions and their growth stimulated. When this much attention is shown to an employee, they become empowered and motivated to perform at a high level (Cavanagh, 2010). Seagate’s employees are motivated because, each year, selected managers get into in a weeklong retreat in New Zealand.\r\nDuring the event, they learn important characteristics of a strong culture that endorses trust, accountability, and healthy competition. In addition, they work on skills for adventure racing. When they return to work, the managers apply what they learned to their class (Griffin 2008, pp. 463-464). This environment places individual s in a position that they must ask teammates for help in order to complete tasks. The ability to ask for help eliminates major roadblocks at heart a team or organization.\r\nWhen an employee can ask for help, they open up to other employees. They begin to fill a social need and therefore, a level of trust. The employees also allow themselves to receive input from another team member or management. When members of teams or work groups give and accept ideas, they can collaborate and settle many issues. This in turn gives the employees a feeling of contribution and provides the organization with resolutions to problems. Everyday companies are sounding for new ways to motivate their employees to perform at higher levels more efficiently.\r\nThere are so many variant theories and approaches to motivation, which forces companies to research several distinct avenues before finally arriving with a solution. Jack Welch and his pay-for-performance method can work in one environment, but a human resource method may work best in a different environment. The success of a motivational strategy basically depends on the organizations culture, and its leaders. As long as an organization can work off Maslow’s hierarchy as a template, they are on the right path to motivating employees, improving performance, and increasing profits.\r\n'