Employee Commitment And Motivation example essay topic

"Unlocking the Potential of Your Employees: The Not-So-Secret Secrets of Motivational Leadership" Leadership is executing strategy through others. The most demanding aspect of the job leadership is to get people to do what they are expected to do and to do it well and with motivations to overcome any barriers. "Successful execution begins with understand why people do what they do". This article talks about some insights into how to obtain and sustain employee commitment and motivation.

The authors talks about how psychologist view motivation. Freud argued people are basically lazy and must be coerced to work. However, common sense alone says that if it were, true, managers would open all of their time watching people who refuse to cooperate. Maslow came up with the "hierarchy of needs". He said that people must meet his theory in sequence, before they can reach the next level. The needs start with basic physiological requirements and move on to safety, belonging, and esteem.

The author claims that Maslow's theory is incomplete because "employees who feel unappreciated and undervalued will often not feel satisfied at work and this may not work to their full potential. According to David McClellan's hypothesis said humans are motivated by achievement, power and affiliation. The author writes how these psychological theories gives and explains some of the reason on people's motivation; however all of it is not sufficient to define the reasons of people's motivation and behavior at work. Students of human motivation think there is no theory in which people's behavior are account for.

"One thing that is clear, however, is that a complex interplay of intrinsic factors like personality, self-perception, emotional development, and cognition and extrinsic factors like culture, the situation, and organizational practices, all play roles in workplace performance". Employees will be complete a many more task and be more motivated if they are treated with respect. Business should eliminate any barriers to motivation. Many theories have demonstrated that showing respect to employees will make a work place more productive and higher motivation.

"Employees in all types of organizations are routinely treated in ways that are anything but adult and respectful". De-motivators such as ignoring people and their suggestions, micromanaging projects and denying decision making authority, withholding feedback and compliments, failure to acknowledge concerns, among others, should not be part of an organization's culture. "Money is an unrealizable performance motivator unless it is an exceptionally large amount or it a large of total income is directly proportional to effort, as in sales commissions". If pay is fair and sufficient, it will not motivate employees. Not enough personnel at companies will work harder for promotion and a raise.

Managers who can replicate great conditions and efforts by means of great management will have committed and productive employees. "Effective managerial leadership - the kind that sustains motivation and produces desired results - is a daily process that consists of key activities". The following are the four key activities: communicating expectations, delegating how decisions, observing performance and providing frequent feedback, and recognizing performance. Keeping employees motivated at their jobs is not a secret and hard to achieve. "It is simply requires treating employees trusted, valued adults and using management practices that clarify goals and expectations and provide people with autonomy, feedback, and appreciation". Leaders mush show enthusiasm, maintain energy and dedication to their jobs and employees, willing to relinquish some control and authority.

They must not be afraid to accept that they don't know everything all the times and be able to apologize when they are wrong. "These behaviors alone will generate a level of employee commitment that not amount of money can buy".

Bibliography

Moline, L. (2005) 'Unlocking the Potential of Your Employees: The Not-So-Secret Secrets of Motivational Leadership' Government Finance Review, 21 no 1, pp 12-16.