Motivating Employees for Increased Productivity

Employee motivation comprises of an integral factor for raising productivity levels of employees within organizations (Dewhurst, Guthridge & Mohr, 2009). Enhanced motivation in employees not only means higher levels of productivity but also indicates lower absenteeism and turnover. Great Places to Work in the UK, includes various organizations, which undertakes varied motivational measures. Some of the things that companies adopt in order that they can motivate their employees to include enhancing levels of trusts and engagement. It has been found greater the companies include engagement processes, higher is the levels of motivation in employees. Engagement processes such as training, induction, discussion, participation session’s increases the trusts of employees within the organization. This, in turn, increases employee’s loyalty towards the organization decreasing their levels of absenteeism and reducing turnover (Burton, 2012). Measuring trust factors by providing values to employees through free services such as health insurance, dental insurance, travel expenses, food and so on. Developing organizational HR policies and practices that are conducive to employees can also allow increasing motivation within employees. Organisational policies such as leaves, benefits and treating employees in appropriate manner allow building motivational levels in employees. Employees feel highly motivated in case they are provided with training, learning opportunities and opportunities to grow. Transparency of organizational policy is another factor that highly motivates employees.  Great Places to Work reflects that some employees felt highly motivated due to the presence of conducive environment, which could provide an advantage to human creativity. Rentokil Initial Plc is known to be one of the best places to work for in the UK. Therefore, organizations aim at providing better and conducive cultures and working environments to provide the best results for an employee working and functioning, which in turn increases their levels of motivation. Motivation has been recognized to be an integral factor within organizations and higher the levels of employee motivation better are the capability of the organization to have enhanced productive levels.

The elements of successful teamwork as identified by Hackman include performing in smaller groups with members. Working in smaller groups provides cohesion and ability to analyze strengths and weaknesses in a better manner of each member (Xyrichis & Ream, 2008). Such understanding allows better saving of time with checking of errors. The team can easily prepare for new tasks. Every group to be effective needs to have a working leader, who possesses a strong character which can be used to motivate other members in order that a task can be completed.

Elements of Successful Teamwork

Feedback comprises another critical necessary condition that is used in leading the team towards efficiency. Feedback allows each team member to get insights into working styles, positivity and negativity of each team member, also highlighting areas that can be improvised (Hackman & Edmondson, 2008). Such a positive atmosphere is conducive to assessment and training procedure, it also allows for resolving future potential conflicts within the organization. Conflicts can increase ineffectiveness within teams hence team member’s needs to try and diagnose ways such that conflicts can be reduced. Clear responsibilities and roles assignment to team members are crucial to being defined as it allows members of the team to achieve their goals.

In order to lead a team of high potential new hires to work on the development of an internal marketing campaign, there needs to be identified with specific steps. An initial step that needs to be undertaken as identified by Hackman includes assigning responsibilities by holding regular team meetings (Salas, Rosen, Burke & Goodwin, 2009). Assigning responsibilities allow clarification of expectations from the team, which in turn allows better attainment of goals and stated objectives from a team. Such meetings will update regularly regarding projects and provide an adequate platform to staffs which can enable them to discuss their achievements and goals.

Amongst various theories of leadership, the trait theory and behavioral theory are the most prominent ones. The belief of the trait theory is on the characteristics of the leader. The theory is used in determining and forecasting the effectiveness of leadership for identifying whether leaders will be successful or not (Derue, Nahrgang, Wellman & Humphrey, 2011). The core traits that are identified in this theory include knowledge, cognitive ability, emotional maturity, self-confidence, honesty, integrity, leadership motivation and drive for achievement. On the contrary behavioral theory of leadership is focused on specific behaviors of leaders. The theory assumes that leaders are made rather than being born as believed in trait theory. Successful leadership qualities are learned from definable behaviors as against being born with such qualities.

The organization can select and develop a leader by way of creating a winning team. Hard work, discipline makes effective leaders such that they can take responsibilities for ensuring each team member can contribute to the team (Frick & White, 2008). Leaders are not suddenly created within organizations rather they are groomed gradually and then identifying particular traits leaders given roles. Most important characteristics include communication, as a leader needs to possess strong communicative skills to instruct and listen well. Leaders are known to process information well and communicate them back to the team in an effective manner, such that they are clear, decipherable and understandable. Adaptability can provide a leader’s effectiveness as leaders are seen to adapt easily. They are always eager to find a new solution to old problems by thinking in a creative fashion. An ideal example of a leader made is Elon Musk. Elon Musk had adaptability, communication and relationship building skills which allowed him to take Tesla to new heights. He possessed capabilities to transform entire work culture and the environment in Tesla to move into a better and new direction of innovativeness and work culture.

Leadership Theories for Developing Effective Leaders

Power within an organization comprises of essential factor that allows its functioning (Rose, 2011). Businesses make use of powers in order to control their project goals and maintain authority. Organisations generally delegate power as they operate in large sized units. Such units within organizations enable to effectively flowing down of orders and objectives of the organization. If organizations keep power close to them, they might not be able to effectively attain goals and stated objectives.  Power cannot be kept close and effectiveness of the organization be enhanced. Power has to be delegated across to smaller units or authorities such that employees can understand stated vision and mission as well as objectives of the organization. A delegation of power allows handling challenges and managing them in an effective manner. In larger sized units it might become impossible to control all employees and direct them (Radner, 2008). An organization has multiple roles and responsibilities that it needs to accomplish such that decisions can be made. Power within organizations comes from authority and delegation of such powers allows the establishment of central authorities powers. Projects have to be prioritized and delegated such that the organization is able to develop appropriate products and services. Executives within organization follow leaders and communication made by them. It allows them to effectively attain organizational objectives. However, in absence of a delegation of power, employees might feel to be lost and lose their contact with the organization. Therefore, in order to enhance productiveness and reach business objectives, it becomes crucial to delegate powers. In absence of power delegation, when power is kept close organizational ineffectiveness might increase as the employees might lack a sense of direction. Moreover, employees might feel a lack of engagement from the lack of authority over them. Thus, it is best to be able to delegate power in an effective manner.  

Answer 1: In case I was Samantha Parks, then I would delegate projects on the basis of priority. I would delegate responsibility to an employee with a project of higher urgency and delegate a project with lower priority to an employee, who is unable to handle difficult tasks. Even after delegating projects, I would continuously monitor them.

Answer 2: Samantha Park can easily control the business without allowing employees feel that their creativity is hindered. She can delegate responsibilities with assigned deadlines with appropriate evaluation and monitoring procedures. Such a control procedure would allow meeting deadlines with appropriate evaluation.  

Week 9: Power within Organisations

Answer 3: Executive can try to control projects to maintain their position of authority. Executive can undertake control which allows them to delegate responsibilities and complete their goals. Controlling projects will allow undertake important decisions as they will have responsibility for the projects.

Answer 4: There are certain tasks that should never be delegated to others from top executives. Quality control, evaluation and monitoring of projects are tasks that executives should ideally retain to themselves. Such tasks delegated to others might impact overall efficiency of the project in totality and might also lead to its failure. This in turn might hamper brand name of the Company and affect relation with customers, hence need to be retained with top level executives. 

Reference Lists

Burton, K., 2012. A study of motivation: How to get your employees moving. Management, 3(2), pp.232-234. Retrieved on 15^th September 2018, from https://spea.indiana.edu/doc/undergraduate/ugrd_thesis2012_mgmt_burton.pdf

Dewhurst, M., Guthridge, M. and Mohr, E., 2009. Motivating people: Getting beyond money. McKinsey Quarterly, 1(4), pp.12-15. Retrieved on 11^th September 2018, from https://www.techlaborate.com/wp-content/uploads/2013/09/Motivating-people-Getting-beyond-money.pdf

Hackman, J.R. and Edmondson, A.C., 2008. Groups as agents of change. Handbook of organization development, pp.167-186. Retrieved on 25^th September 2018, from https://books.google.co.in/books?hl=en&lr=&id=VTOi1wmzQM4C&oi=fnd&pg=PA167&dq=hackman%27s+teamwork&ots=TaQe_vkU2Q&sig=vvjPGOJDiFD0KaNgdQ9WW8AGMKM#v=onepage&q=hackman’s%20teamwork&f=false

Salas, E., Rosen, M.A., Burke, C.S. and Goodwin, G.F., 2009. The wisdom of collectives in organizations: An update of the teamwork competencies. Team effectiveness in complex organizations: Cross-disciplinary perspectives and approaches, pp.39-79. Retrieved on 25^th September 2018, from https://books.google.co.in/books?hl=en&lr=&id=FP6OAgAAQBAJ&oi=fnd&pg=PA39&dq=hackman%27s+teamwork&ots=snTms-XqTk&sig=wXxrn-wpx39hDQ-4z8XPm66nduE#v=onepage&q=hackman’s%20teamwork&f=false

Xyrichis, A. and Ream, E., 2008. Teamwork: a concept analysis. Journal of advanced nursing, 61(2), pp.232-241. Retrieved on 10^th September 2018, from https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1365-2648.2007.04496.x

Burton, K., 2012. A study of motivation: How to get your employees moving. Management, 3(2), pp.232-234. Retrieved on 15^th September 2018, from https://spea.indiana.edu/doc/undergraduate/ugrd_thesis2012_mgmt_burton.pdf

Dewhurst, M., Guthridge, M. and Mohr, E., 2009. Motivating people: Getting beyond money. McKinsey Quarterly, 1(4), pp.12-15. Retrieved on 11^th September 2018, from https://www.techlaborate.com/wp-content/uploads/2013/09/Motivating-people-Getting-beyond-money.pdf

Hackman, J.R. and Edmondson, A.C., 2008. Groups as agents of change. Handbook of organization development, pp.167-186. Retrieved on 25^th September 2018, from https://books.google.co.in/books?hl=en&lr=&id=VTOi1wmzQM4C&oi=fnd&pg=PA167&dq=hackman%27s+teamwork&ots=TaQe_vkU2Q&sig=vvjPGOJDiFD0KaNgdQ9WW8AGMKM#v=onepage&q=hackman’s%20teamwork&f=false

Salas, E., Rosen, M.A., Burke, C.S. and Goodwin, G.F., 2009. The wisdom of collectives in organizations: An update of the teamwork competencies. Team effectiveness in complex organizations: Cross-disciplinary perspectives and approaches, pp.39-79. Retrieved on 25^th September 2018, from https://books.google.co.in/books?hl=en&lr=&id=FP6OAgAAQBAJ&oi=fnd&pg=PA39&dq=hackman%27s+teamwork&ots=snTms-XqTk&sig=wXxrn-wpx39hDQ-4z8XPm66nduE#v=onepage&q=hackman’s%20teamwork&f=false

Xyrichis, A. and Ream, E., 2008. Teamwork: a concept analysis. Journal of advanced nursing, 61(2), pp.232-241. Retrieved on 10^th September 2018, from https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1365-2648.2007.04496.x

Derue, D.S., Nahrgang, J.D., Wellman, N.E.D. and Humphrey, S.E., 2011. Trait and behavioral theories of leadership: An integration and meta?analytic test of their relative validity. Personnel psychology, 64(1), pp.7-52. Retrieved on 20^th September 2018, from https://onlinelibrary.wiley.com/doi/full/10.1111/j.1744-6570.2010.01201.x

Frick, P.J. and White, S.F., 2008. Research review: The importance of callous?unemotional traits for developmental models of aggressive and antisocial behavior. Journal of child psychology and psychiatry, 49(4), pp.359-375. Retrieved on 21^st September 2018, from https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1469-7610.2007.01862.x

Radner, K., 2008. The delegation of power. Retrieved on 22nd September 2018, from https://epub.ub.uni-muenchen.de/25017/

Rose, E., 2011. Power in Organisations. Introduction to Organisational Behaviour, p.295. Retrieved on 17^th September 2018, from https://books.google.co.in/books?hl=en&lr=&id=atslDwAAQBAJ&oi=fnd&pg=PA295&dq=power+in+organisations&ots=a6-N6DCh1c&sig=nWw3mVqsiYYTVa2CmwLjHzTWnBQ#v=onepage&q=power%20in%20organisations&f=false