Motivation_and_Control

Motivation and Control: Thanks for Nothing Jovita Gilliam CJA/474 June 20, 2012 Jane Edenfield University of Phoenix Motivation and Control: Thanks for Nothing The thanks for nothing case study speak of realistic happenings that occur every day with companies that allow employees to outlive themselves with little or no recognition. After employees work themselves into an early grave to make matters worse the only recognition they attain, before retirement comes is being laid off. Most employees do not get recognition for their hard work and if so it is sometimes more insulting than motivating. Managers do not use praising employees as a motivational tool because from a personal point of view most companies do not care for their employees. Companies believe that there are many others people willing to work without the praise. Too much praising could generalize the idea causing no special meaning to the praise. Every success that employees have are not rewarded by managers so the praise can remain something worthy. If managers would realize the benefits the employees they already have would save thousands in lost revenue and training. The negative consequences are more harbored than the positive ones from most companies. Most praises or rewards are given away on a weekly or monthly schedule without evaluation or assessment of the performance of the employee. These scheduled praises cause the employee to lose drive and interest in working hard for any praise or reward. Some managers give away rewards just to implement that they give out rewards. When employees perform well there are steps that a manager could take to show appreciation. Top employees could get weekly bonuses, gift cards for second runner up, and employees who are performing the duties but are not up to standard could still receive gift certificates to let them know the work being done is appreciated. Another praising instrument could be “employee of the month.” These praises and rewards help motivate employees who are less productive become more productive. Animosity between employees can be caused by just recognizing top performance employees. All employees should receive motivation. There are downsides to giving employees too much verbal praise. Praising employees too much is sometimes praising the completion of basic tasks. This can make employees feel insulted. Some companies may use praise to avoid problems. For example, an employee working harder or longer hours than usual can receive praise from the manager without solving the problem. Praising some employees more than others can reduce employee motivation. Sometimes verbal praise is often biased because the lacking and areas of improvement of the employee is not focused on. This praise could make the employee feel over perfect and become less productive. A manager could alleviate these downsides by being rational, honest, and sincere. Employees should be praised when it really mean something, and they are worthy of it. Praising should be treated as a special and precious reward. Managers should distribute recognition fairly and justly by giving individual reports that shows strengths and weaknesses in work habits. The reports should include recommendations and suggestions on improving work outputs. If the job were done well, praise should be given to acknowledge a good job and an expectation of more quality and hard work to continue. If the performance were less productive it should be known where the lack of work performance is and what strengths are needed to improve the work performance. In conclusion, every company should have a recognition program for all of their employees. People who have worked 20 plus years in some companies have not once been told, good job, job well done, or keep up the good work. Simple phrases like these would make a world of a difference to employees who are giving their all to companies that has no appreciation at all for them. If there is good work being done by the employees, why not show appreciation or give recognition instead of not showing appreciation to the employees. No employee appreciation causes frustrated employees who hate the work they are doing because of the situation of no fruit for his or her labor. References Robbins, S., & Judge, T. (2009). Organizational Behavior (13th Ed.). (n.a.), NJ: Prentice Hall, Inc...