Category: Management

Introduction

In modern management, to have a company that is consistent with their values and their vision is extremely important because it not only improves the image of the company compared to internal and external audiences, but also causes productivity as it generates a sense of belonging. The sense of belonging, or that your employee "is set to", makes you take a greater commitment to the fulfillment of the objectives of the company because they feel they are an extension of their personal achievements. When an employee is encouraged to participate in the company, it increases productivity, and if employees feel the company as their own, they seek the best for it. Today, in 85% of cases morality falls after the first six months of work in the business and continues its collapse in subsequent years. In a large part, this is due to a poor sense of ownership from the employee. In order to reverse this, it becomes clear that building on teamwork and motivation is quintessential for both the employee’s and the organization’s integral growth and development.

Organizational Motivation Methods

Many companies offer incentives to their workers, and while many corporate cultures do so without thinking about what they mean, others just do it in order to improve the working environment, promote worker motivation, and thus get a higher performance. The answer is not easy and depends on many factors, but generally the incentives are a good source of motivation. In many cases, the salary is not enough to leave workers happy and valued, but we have to offer them something more. As basic as it is, one should know that not all economic incentives make workers feel better, but also workers feel that their ideas are valued. This being said, two types of motivation methods are presented below. The first, participation and delegation, is deemed more important than the second, which comprises financial incentives. On this point, it is important not to lose sight of the fact that motivation must lead to satisfaction, productivity, quality, and commitment (low turnover).

Participation and Delegation

Participation in decision-making can improve the quality and acceptance of decisions, encourage motivation and self-esteem of workers, and improve interpersonal relationships with employees. However, it is not always easy to delegate. Workers should feel the need to solve everyday problems directly with the supervisor. Farmers must, at the same time, be employees who are willing to listen. In an agricultural farm, the farmer makes it clear that employees have the door open in case they need to talk to him. However, as soon as the farmer withdraws, closing that avenue, supervisor tells workers that they should not bother the farmer. Delegating powers too can be as a big mistake as delegating too little. If very little is delegated, employees rarely show participation.

Incentives (Financial)

Incentives could have originated from Taylor who had the absolute conviction that workers could take more effort if incentives were paid based on the number of units produced. Later, the term-evolved incentives were not seen as a production tool, but as a motivation to achieve greater profitability not only in quantity, but also in quality. The main objectives of the incentives are based on increased motivation of workers to higher performance for the worker to be productive and increase productivity while retaining valuable staff in the company and avoiding brain drain.

Incentives generally are variable costs for the company that are achieved by achieving results that the company determines, so that if workers arrive at these results, they are encouraged. The reward is given to the best, but it discourages those who are not so good or makes them pay more to reach incentives. It is a tool to filter worth personnel in the company. There are various forms of incentives, whether individual or group, through increased wage or piece rate. Since they are looking for a single purpose, i.e. motivation, the company should consider what the best incentives to achieve motivation are and they must be supplemented with other motivational strategies. The company should study well the wage policy that aims to provide incentives because if you design a bad strategy, you will get the opposite of what it intends to achieve. Instead of motivating workers, bad policy incentives can discourage and demotivate workers. All of the company’s moves need to be studied with extreme. This is required because not everything is money. Instead, there are many situations in which job satisfaction may be more important.

Motivating the Minimum Wage Service Worker

Motivation of employees in the first line of operations of an enterprise may present different challenges. Motivating employees on a lower level requires special care on the part of supervisors and business owners, as they must look beyond traditional solutions of higher salaries and comprehensive benefits to improve employee performance and increase the retention rates.

Professional Development

Implementing development programs for front-line employees, one should know that there are clear opportunities for professional growth in the company. If lower-level employees feel they are stuck in dead-end jobs, they will have nothing to fight for. It is important for the low-level workers, for the minimum wage earners, to feel that they have a future within the organization. Therefore, it is important that management commits to offering internal promotions, so that low-level employees can one day aspire to reach managerial positions or at least mid-level positions within the organization. Clear and achievable goals can be very effective in promoting intrinsic motivation.

Also, you should make the employees feel that you respect them and trust them. It is necessary to incorporates respect in the operational policies, models of supervision, and communication with front-line workers. If employees feel that the employer cares about them, they might put more effort at work. This attitude brings into play the expectations theory, which states that the amount of work someone does in a task is determined by what you expect to receive in return. Making frontline employees feel appreciated and trust them can encourage them to try even harder in the future.

Incentives (Financial)

In enticing employees to work harder, using financial or monetary incentives is always an effective method, especially when dealing with low-level workers. These people earn minimum wages, and so the prospect of receiving more money motivates them to be more effective and productive. Often, the lower level and lower paid workers may be so concerned about the financial problems that they find it difficult to concentrate on their work. It is important to change the perspective of employees with financial concerns and encourage them to have high performance, offering cash incentives or salary increases. Motivation is what you could achieve by putting their personal goals on the level of sales goals.

Maintaining a Flexible and Comfortable Work Environment

It is necessary to create a company culture that provides flexibility, opportunities for creativity, and fun to the frontline employees. Ironically, the jobs of lower levels in an organization often tend to be the most stressful. Frontline employees can be mentally and physically exhausted from the demands of their work, which constantly decreases motivation.

It is important that the work environment remains comfortable for the employees. It must be a place in which all employees feel that they can be themselves, where they can interact with their peers and maybe even make friends. There is no question that a happy worker will work harder since he/she will be satisfied. Speaking and really listening to your employees before making decisions affect their jobs. For example, prior to developing a system of incentives for employees based on performance, it would be a good idea to ask the employees themselves what wish incentives they would like to have available to them. It is recommended that you apply the opinion of employees by creating performance evaluation criteria to convey feelings of equity and inclusion.

The Individual Worker’s Relevance

In recent decades, the evolution of management thinking on organizations and generally about the elements that energize work has made a very big change and there has emerged the concept of synergy that is generated by hierarchies that constitute the purpose of each process in the production and/or services. Man as an organizational system is no stranger to the evolution of thought. On the contrary, it took the first place in the debates over the business direction and is the subject of academic events focused on their radical importance. This is because senior management dropped the charm of cyber technology in the 80s and it was agreed that all that technology could not activate and develop it without the help of real intelligence, the mental will, and power conversion with its main ally, i.e. people in the organization.

They argued about its value as a "resource". The "humanistic management" is the concept that has become massive and quantified after a worker was declared important as a "talent" with the connotations of creativity and mental capacity since the person develops the result of human and social interaction with the object of production. They cannot be separated in their conceptualization. You should always look for an important component of the system, i.e., as a subsystem the "human subsystem". When described as "subsystem", it is coated with several features inherent in any system, but fundamentally and highlighting it is the feature of being synergistic for psychosocial dynamics that is capable of producing and generating in other such systems (persons). It is entropic because it tends to wear with a quality superior to any system and its incredible ability to self-healing even in the worst environmental and social conditions thanks to its carrying capacity and mental power that enables a person to convert the internal and external processes and generate unpredictable results for their observers. It is global because human perception ability allows to easily locate and understand what happens around a person and in his/her social and productive environment. This capability makes the employer powerful in terms of any process so that he/she can understand with ease and on time what his/her behavior should be for the benefit of the organization.

So, it is highly likely to be influenced by external phenomena of orbit of production, so that their behavior can easily be varied within the company because it makes comparisons and analyzes their "position" in relation to others and the whole environment. The employer should understand the man as a system, which is one of the new varieties of management theory. It is a valuable concept because it allows multidimensional understanding that is superior to the determination as "resource" that has always wanted to follow the mechanistic world view. "Motivational" culture generates psychological determinism. Employer should understand their autonomy and high capacity, generating fundamental changes as inputs into the production process. It is the person involved, not the Engineer or Overseer, director’s desktop or online communicators production orders. The person base on his/her experience that is the source of all wisdom and fidelity to the timely resolution of process problems. It is the highest-ranking system that does not motivate you, but you will understand and see as a person that is respected in all dimensions and most importantly is believed.

Work to Teamwork

Individual Worker

Team Member

Talks

Discusses; converses

Me

Us; we

Me-oriented

Team-oriented; we-oriented

Department-focused

 Team-focused; organization-focused

Competitive

 Collaborative

Logical

Analytical

Written messages

Spoken messages

Image

Image

Secrecy

Openness

Short-term sighted

Long-term sighted

Immediate results

Delayed, gradual results

Critical

Reflective

Tenure

Committed

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