Human Resource Management The Motivation Plan Essay

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HRM

Improving Motivation

The Motivation Plan

Summary of Moat Important Elements of the Plan

Motivating the Minimum Wage Service Workers

The Relevance of the Individual Worker

Individual to Teamwork Chart

The development of an organizational motivation plan to improve performance within a company should take into account the different needs of different employees as well as the requirements of the employer. The Hawthorne studies by Mayo indicated that when employees were happy and motivated at work they would work harder and display more positive behavioral traits. If the firm is suffering from traits associated with poor motivation, such as poor performance levels, developing a plan to increase motivation may result in desired changes in the behavior, especially if the plan is designed with the needs of the employer in mind.

In the case of the firm making the WooWoo widgets, there are currently some problems; the main symptom is a high level of defects in the widgets, which in increasing the costs and delaying deliveries. Other issues include a high turnover of staff, low product and job satisfaction and poor quality work. A motivation plan may facilitate a change which may improve the current situation.

2.

The Motivation Plan

Models such as Maslow's hierarchy of needs and Herzberg's hygiene factors demonstrate that the way any employee is motivated will reflect many influences, including their current physiological and psychological situation. In a firm with 50 employees it is highly likely that there will be employees in different positions; some may be motivated by money, some by recognition, and others may be motivated by a challenge. This means that the designing of motivation plan needs to accommodate different needs that are simultaneously present in the workforce in order to increase motivation.

The motivational plan will draw upon motivational theory and will include a number of different, complementary strategies working concurrently. These will includes consideration of tangible aspects of the employment relationship, including the remuneration package as well as the intangible aspects of employment relationship, including psychological satisfaction and the employees' relationship with management. The different elements will be considered individually along with the justification for the inclusion of that element.

Remuneration Package

The first consideration of any employment relationship is the remuneration package that is offered. Theorists such as Taylor, who adopted the model of 'economic man', assumed that employees' primary motivation was money (Taylor, 2010). The more employee centric approach which adopts the model of 'social man' argues that employees are motivated by more than money, need social factors such as friendships and recognition, but these models, which are typified by Maslow and Herzberg argue that the most basic needs will need to be satisfied before other influences can be used to motivate employees (Torrington et al., 2011; Herzberg, 1968). The most basic needs, such as food, shelter and security are facilitated by the earring of wages, so consideration of the remuneration package is a good starting point. If employees are unhappy they are likely to leave for a better wage when they have the opportunity, increasing the employee turnover. When in work, if employees feel that the wages is not fair, for example, in comparison to other firms in a similar trade and others doing a similar job, they are also likely to b bromine less attentive and less productivity. This is also supported by Adams (1965) equity theory.

If the wages are not competitive this will need to be addressed; the costs of increasing wages may be less than the current costs associated with the continual recruitment due to the high turnover. If it possible that the firm may not feel that they can increase wages, so a potential approach is the use of a bonus scheme related to the performance of the department of the firm. This may also be used even if the pay is already fair. The bonuses will be paid for the attainment of specific goals, which in turn will either reduce costs or improve productivity; this approach will make the bonus scheme self-funding. It is important that the bonus scheme is in addition to the current wages, so it is seen as an additional perk, and that it is designed in a manner that is seen as fair and achievable by the employees, otherwise it will not be motivational (Torrington et al., 2011). If employees feel that they will benefit directly from the company improving productivity or reducing costs, they are likely to work harder to achieve the bonuses.

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It is particularly true if individuals are at a point where they will benefit from an improvement in their wages, such as those who are at the lower order needs of Maslow's hierarchy, or Hertzberg's hygiene factors (Armstrong, 2012). While not all employees will be economically motivated, the use of bonus scheme and also demonstrate the appreciation of the employer for the employees' efforts, and support motivation, and may be interpreted as a way of an employer showing some level of recognition and appreciation, and as such can contribute towards higher order will satisfy the needs (Torrington et al., 2011). If the bonuses are paid on a quarterly basis, or on a six monthly basis, this may also help to reduce the level of turnover, as employees safe their bonuses. If additional measures are also implemented to increase motivation, fewer employees are likely to leave the employer.

Improving the Employment Relationship

The research by Mayo indicated that employees would be motivated as a result of the employment relationship; when they felt that they were important to the employer, it would enhance relationship and increase their motivation (Torrington et al., 2011). The strategy here would incorporate changes management culture, to demonstrate an increased interest in the employees, and facilitate a higher level of bilateral communication and input from employees. Tactics will include the practice of management by walking around, this when management will have a higher level of interaction with employees, and may also be in a position to listen to their concerns, as well as their suggestions. The interaction, including simple conversations such as the enquiring after the employees' well-being, will improve the employment relationship and help to create a higher level of social commitment (Armstrong, 2012). This should be undertaken throughout the hierarchy, as the line managers will also benefit from similar strategies by more senior management, and are more likely to emulate them to their subordinates. This may also create a more positive and cooperative culture.

Increasing the level of social interaction in order to increase social commitment by the employees may also be beneficial, as motivation may also be enhanced as a result of social interactions between peers, as well as peers and line management or upper management. The holding of a social evening, where family day, not only demonstrates the employers' interest and concern for the employees, but also facilitate increased interaction between employees which may enhance workplace environment (Armstrong, 2012).

For employees that work in a monotonous environment, such as in a factory setting, a specific problem may be boredom and a lack of interaction. Therefore, motivation for these employees, even if there are minimum wages, may be the use of cross training and job enrichment, which will provide for variety and a higher level of interaction (Armstrong, 2012)

A strategy which can be highly effective at identifying why employees are leaving the company is to instigate a strategy of exit interviews. This will help the employer to gather information regarding the turnover rate, and identify the factors which may need to be addressed in order to reduce turnover.

Providing recognition

Providing recognition has the potential to help improve job satisfaction, as employees, who feel they do job well, and are appreciated, are likely to feel that the employer is recognizing their contribution (Armstrong, 2012). Recognition can come through a number of strategies, either directly or indirectly. Management by walking around may also be utilized to provide recognition, such as congratulating employees on recent performance, for example, this may be a specific sale for sales rep, or a good idea or good shift for a line manager or shop floor workers (Torrington et al., 2011). The utilization of a suggestion scheme may also be beneficial, especially if those who make suggestions are given relevant recognition. Recognition may also be supported by the implementation of an internal promotion scheme, where the firm has a policy of recruiting from wing being where ever possible, which may also be supported through a training in development program. This will also support implement relationship, by demonstrating increased support for the employees and their personal progression.

Strategies such as the implementation of quality circles, or more informal meetings to invite employees to participate in making suggestions on improvements the organization may also be beneficial (Mintzberg et al., 2011). In many instances the recognition of a job well done will be motivational, and may or may not be tied to the remuneration.

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