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University of Makati J.P. Rizal Extension West Rembo Makati City COLLEGE OF BUSINESS ADMINISTRATION BACHELOR OF SCIENCE IN OFFICE MANAGEMENT OM110: LEADERSHIP MOTIVATION STRATEGIES * Strategies to meet Motivational Needs of Individual Employees * Strategies to meet Motivational Needs of Teams Submitted to: Prof. Esther M. Ramoran Submitted by: Graciella P. Balboa IV-AOM/ BSOM Acknowledgement Big thanks to Our God for always guiding me and giving me strength, knowledge, and wisdom in pursuing all my dreams in life. So much thanks to the people who is with me in doing this all possible. To my parents, classmates and professors who has a big part in making me a better person and allowing me to have the opportunity in making this research paper. To De La Salle University for providing us the books that we needed and letting us use their library. Thank you also to my Professor Esther M. Ramoran in giving us all the challenges and be a better person. Introduction Every person has different reasons for working. The reasons for working are as individual as the person. But, we all work because we obtain something that we need from work. The something obtained from work impacts morale, employee motivation, and the quality of life. To create positive employee motivation, treat employees as if they matter - because employees matter. These ideas will help you fulfill what people want from work and create employee motivation. Motivation plays an important role in every organization; it has a great impact in the effectiveness and attaining goals of the organization. It is very important to know the motivational needs of every employee and also to the team. Knowing the needs of every employee or teams a manager should know how to motivate his/her employees. A manager of every organization should have a strategy on how they will motivate their employees to meet their motivational needs. Understanding the needs of every employee or teams may vary to have a strategic way of motivating people in the organization. Motivation - the process that initiates guides and maintains goal-oriented behaviors. Motivation is what causes us to act, whether it is getting a glass of water to reduce thirst or reading a book to gain knowledge. Needs - a motivating force that compels action for its satisfaction. Needs range from basic survival needs (common to all human beings) satisfied by necessities, to cultural, intellectual, and social needs (varying from place to place and age group to age group) satisfied by necessaries. Motivational Strategies -may be modified to meet the needs of a particular individual, subject, or task. They may be used in combination to form an effective motivational program. STRATEGIES TO MEET MOTIVATIONAL NEEDS OF INDIVIDUAL EMPLOYEES Empowering employees Empowerment occurs when individuals in an organization are given autonomy, authority, trust, and encouragement to accomplish a task. Empowerment is designed to unshackle the worker and to make a job the worker's responsibility. Providing an effective reward system Managers often use rewards to reinforce employee behavior that they want to continue. A reward is a work outcome of positive value to the individual. Organizations are rich in rewards for people whose performance accomplishments help meet organizational objectives. People receive rewards in one of the following two ways: * Extrinsic rewards are externally administered. They are valued outcomes given to someone by another person, typically a supervisor or higher level manager. * Intrinsic rewards are self-administered. Think of the “natural high” a person may experience after completing a job. Redesigning jobs Many people go to work every day and go through the same, unenthusiastic actions to perform their jobs. These individuals often refer to this condition as burnout. But smart managers can do something to improve this condition before an employee becomes bored and loses motivation. When redesigning jobs, managers look at both job scope and job depth. Redesign attempts may include the following: * Job enlargement. Often referred to as horizontal job loading, job enlargement increases the variety of tasks a job includes. * Job rotation. This practice assigns people to different jobs or tasks to different people on a temporary basis. The idea is to add variety and to expose people to the dependence that one job has on other jobs. * Job enrichment. Also called vertical job loading, this application includes not only an increased variety of tasks, but also provides an employee with more responsibility and authority. Creating flexibility Today's employees value personal time. Because of family needs, a traditional nine-to-five workday may not work for many people. Therefore, flextime, which permits employees to set and control their own work hours, is one way that organizations are accommodating their employees' needs. Here are some other options organizations are trying as well: * A compressed workweek is a form of flextime that allows a full-time job to be completed in less than the standard 40-hour, five-day workweek. Its most common form is the 4/40 schedule, which gives employees three days off each week. * Job sharing or twinning occurs when one full-time job is split between two or more persons. Job sharing often involves each person working one-half day, but it can also be done on weekly or monthly sharing arrangements. When jobs can be split and shared, organizations can benefit by employing talented people who would otherwise be unable to work full-time. * Telecommuting, sometimes called flexi place, is a work arrangement that allows at least a portion of scheduled work hours to be completed outside of the office, with work-at-home as one of the options. STRATEGIES TO MEET MOTIVATIONAL NEEDS OF TEAMS * Individuals within teams operate with different goals, values, beliefs, and expectations. * Teamwork potentially allows a number of individuals to achieve more when they collaborate than when they work separately. * Most of the suggestions for motivating teams are exactly the same as those suggested for motivating individuals Team and Motivation TEAM * any group of two or more people with similar skills who are simply working together to achieve a common goal * So a team is an interdependent group of individuals, each possessing a different set of skills but who collectively possess all of the skills required to achieve team goals. MOTIVATION * is the process that energizes our knowledge and skills and focuses us on our most important goals. * has the effect of initiating and sustaining the level of mental and physical effort required to achieve a goal. What Motivates Teams' Foster Mutual Respect for the Expertise of All Members * Teams on which one or more members believe that they are working with people who lack adequate skills to achieve team goals have a major motivational problem. * Even though all team members vary in their expertise levels, when individuals respect and support one another, less-able team members tend to perform significantly better and work hard over time to increase their skills. Help Weaker Members Believe That Their Effort Is Vital to Team Success * LePine (2003) have recent and solid evidence that when team members believe that their weakest member is merely inexperienced or has faltered for some uncontrollable reason and can improve, they will give support provided that the person is investing effort to do so. * Feedback to members who are working to improve must emphasize effort, not ability. * Avoid attributing success or failure to ability. * When weak team members work hard and gain skills, they need to know that their team appreciates their effort, noticing the result and its impact on the team’s progress. Support a Shared Belief in the Team’s Cooperative Capabilities * One of the biggest challenges facing team leaders and coaches is to promote a sense that despite differences, when the chips are down, the team will cooperate. * Developing cooperative confidence also requires that coaches and team leaders learn to blunt the negative impact when members begin to complain that one of their team is consistently avoiding obvious opportunities to collaborate. Hold Individual Members Accountable for Contributions to the Team Effort * One of the first team motivations studies (described in Williams, Karau, & Bourgeois, 1993), performed just after the turn of the century, and established the principle that has been called “social loafing.” When people pulled as hard as possible against a rope connected to a strain gage, their best effort was recorded. * When the individuals on a team believe that their individual contributions to the team are being accurately and fairly assessed, social loafing seems to completely disappear. Direct the Team’s Competitive Spirit Outside the Team and the Organization * One of the most common motivational team-building exercises favored by organizational consultants is a field experience where teams compete with other teams to bond and build team spirit. * The variety of team-building methods shared the common goal of attempting to get members of work teams to bond, collaborate, and work efficiently toward common goals by competing with other teams. Reference: Supervision By: Bob Nelson, Peter Economy (Managing to Achieve Results) Copyright 2008 John Wiley Sons. Inc Research-Tested Team Motivation Strategies by Richard E. Clark, EdD, CPT Copyright 2005 pp. 13-16 Leadership and Power (Identity Process in Groups & Organization) Cahpter1 Copyright 2003 Effective Human Relations: Interpersonal and Organizational Applications Barry L. Reece, Rhonda Brandt, Karen F. Howie Copyright 2010 pp 447