Why Motivation At Workplace Business Essay Example

the belief that money is the primary motivator for people at work. He advocated for workers receiving fair pay based on their productivity (e.g., piece rates). Those who did not meet productivity standards would receive lower or no compensation.

According to Taylor's approach, workers who worked more than twenty-four hours (e.g. exceeded the mark) would receive higher pay. However, when evaluating the situation at Telcordia, it is apparent that this approach did not align well. Despite offering competitive compensation in the market and consistently rewarding exceptional performance, a majority of employees at Telcordia remained unmotivated and unhappy.

Taylor's theory of motivation is not universally applicable because individuals have varying priorities and preferences. What motivates one person may not motivate another, even though money can be a significant motivator for some individuals, it does not hold true for everyone. Based on personal experience, I have observed that money only serves as a source of motivation until we leave the organization. This explains why some people switch jobs to companies that offer higher rewards. However, once we become part of an organization, those same high rewards cease to be effective motivators after a certain period of time. Unfortunately, scientific management fails to cultivate personal growth.

The motivation required in Telcordia, where employees are encouraged to be creative and contribute toward revolutionary change, undermines their potential to take ownership of what they can create. Therefore, Taylor's position of monetary rewards for output is not suitable or effective in this type of workplace.

Maslow

Maslow's hierarchy of needs, proposed by Abraham Maslow ("A Theory of Human Motivation", 1943), is a content theory that consists of two parts. The first part focuses on categorizing needs,

while the second part establishes the relationship between these categories.

He proposed that individuals should start at the bottom of the pyramid. As one need is fulfilled, a higher level need becomes their motivation. However, Maslow's theory may not always apply perfectly in all situations. There are two main reasons for these exceptions: different people may interpret the same need differently and place it at different levels within the hierarchy, and what motivates one person may demotivate another. For example, employees at Telcordia often travel globally for client assignments. Some employees find this motivating as they view it as an opportunity to gain work experience in multiple countries and cultures.

Nevertheless, some employees view travel as a drawback of their job, as it separates them from personal and household duties, leading to job dissatisfaction. It is impossible to ascertain when the demand for a particular level is met.

There are many illustrations in the above context that show employees who were initially excited about travel but are now unwilling and even hate it. It is difficult to determine when this change in attitude occurred. To motivate employees at Telcordia, I suggest implementing the following approach: provide competitive wages along with performance-related incentives or components.

Mayonnaise

Elton Mayo is the founder of the Human Relations Movement.

During the 1930s, Mayo conducted experiments at the Hawthorne works in the USA. His findings demonstrated that showing care and involvement towards employees can have a positive impact on their motivation. Mayo argued that employees are more motivated when they work as part of a team rather than individually. Additionally, they are also motivated when their manager communicates and consults with them on work matters,

making them feel valued and important. This was prominently observed in the Denson study outcome.

Departments that were identified as extremely demotivated were those in which employees frequently traveled to client sites and worked independently on their assigned tasks. The only department where employees showed high motivation was the client support administration, where all employees worked together as a team in a co-located setting. Their manager consistently interacted with them, providing guidance and support for their daily tasks. Based on these findings, I fully agree with Mayo's theory.

Degree centigrades: UsersasinhaDocumentsMBAAssignmentsManaging Human CapitalTask 4-MotivationImageMayo.png In Telcordia, I suggest implementing both aspects of Mayo's theory. It is essential for managers to enhance communication with their teams and engage team members in the decision-making process. Managers should also demonstrate a stronger interest in employees' well-being and perspectives. However, it is worth noting that job satisfaction and dissatisfaction are not mutually exclusive. The absence of satisfaction constitutes its opposite.

The opposite of Dissatisfaction is No Dissatisfaction. Herzberg also mentioned that management can keep employees motivated through job expansion, job rotation, and job enrichment. However, in the case of Telcordia, job expansion may not be a motivational factor. The Denison study found that employees were stressed and overloaded with work. In this situation, job expansion could become a demotivator.

Job rotation may not be well received in Telcordia because an employee who specializes in one skill may not be as productive in other areas. Additionally, implementing job rotation would require the company to incur extra costs on training and development. However, job enrichment can benefit Telcordia and improve performance in the workplace. I recommend that Telcordia develop several motivating factors to ensure

it is perceived as a good place to work and becomes an employer of choice. Being aware of these motivating factors will help Telcordia build a business that consistently delivers strong results, including offering flexible working arrangements such as working from home or part-time hours, career breaks, time off for dependents, parental leave, pregnancy and paternity leave, subsidized access to local facilities, and child care vouchers, etc.

Motivating staff is important in order to make them more committed to the workplace. By understanding the effects of different motivation techniques, Kellogg's is able to create a more exciting and interesting experience for employees, while also making the business more productive, profitable, and competitive.

Phase I: Dissolving Prior to Change

Make a Vision for Change

Communicate the vision, mission, and values to all employees through corporate communication methods, such as email. Place visual aids throughout the office location to constantly remind employees about these changes. Implement changes in corporate stationery, such as letterhead, corporate booklets, email signatures, and straplines, to reflect the corporate vision. Conduct regular town hall meetings to communicate upcoming changes.

CEO: Administration degree - every two months

BU caput: BU degree - once a month

VP: Local degree - biweekly

Communicate the program for alteration to inform employees of the timing and process.

Emphasize that implementing the alteration is vital for the business's survival.

Make sure employees understand the consequences they will face if this alteration is not put into effect.

Highlight that this alteration will create opportunities for their personal growth.

Maintaining focus on the crisis helps foster a sense of urgency.