FAQ   |   Reputable   |   Polls   |   Live Chat!

Workplace Motivation: Theory and Application



EssayChat / Feb 4, 2017

In the wake of globalization and the consequently unprecedented level of competition, innovative channels for increasing productivity are actively sought by firms of all shapes and sizes. While motivational strategies have been recognized as a critical means of boosting productivity for decades, these strategies continue to evolve in accordance with the ever-more complex business landscape. Of particular significance is the more popular recognition that motivational strategies must align closely with the company's culture if they are to be successful. This inquiry explores how motivational strategies are used in this writer's firm, a mid-size insurance agency in a suburban area of the United States, affording particular attention to the efficacy of these strategies in raising productivity and how these strategies could be amended in order to be more successful.

Work MotivationEven longstanding motivational theories can be extremely complex during implementation, presenting particular challenges to firms who seek to utilize them effectively and practically. Vroom's Expectancy Theory essentially cites that a person's motivation is grounded in three, key elements; the valence, or value of an individual goal, the expectancy, or probability of accomplishing a given task, and the instrumentality, or probability that completing that task will support ultimate goal achievement. In application of Expectancy Theory, the absence or weakness of any of these three elements can impede the efficacy of the theory's application.

Goal-Setting Theory emerged as an alternative to Expectancy Theory, citing that goals that are strategically challenging lead to greater productivity than setting either no goals or non-specific goals; this theory concurrently assumes that a linear relationship exists between goal difficulty and worker performance, meaning the higher the goal, the higher the performance, and variables like feedback, participatory decision-making, and competition are only influential on productivity if they directly affect worker commitment to a high goal. Studies have suggested, however, that setting goals that are too high can diminish the workers' self-efficacy when they fail to reach the goals, thereby reducing motivation, commitment, and, therefore, productivity.

Misapplication of both Expectancy Theory (ET) and Goal-Setting Theory (GST) is an unfortunately frequent occurrence, with many of the ills associated with poor, practical implementation of these theories birthed from misalignment of theory with firm culture (Emery & Oertel). While parts of these theories are haphazardly applied in this writer's workplace, neither theory is fully and authentically implemented. By extension, organizational efforts to boost performance are not widely effectively.

Motivational Efforts in the Workplace



The firm in question has recently undergone a significant change, with several of the primary agents leaving to start their own firm. The change was a shock to most of the staff, as the departing agents poached over one dozen staff members, significantly and suddenly reducing the productivity in the firm. In consequence, worker motivation is at an all-time low and strategies for boosting that motivation are urgently needed. Because this change only recently took place, management has not yet responded with a firm motivational plan; they are focused on replacing the lost staff members.

Prior to the recent change, management approached productivity and motivation with intermittent fervor, usually focusing heavily on key performance indicators (KPIs) for the sales staff that were unreachable, in an attempt to apply GST. There was extreme resistance to this strategy, primarily because the KPIs were determined without input from the sales staff, by the board members who had little experience with the sales team. The goals were not realistic, with sales staff citing that they would never be able to take a lunch and have to work much longer hours if they were to even come close to meeting the KPIs. Instead of soliciting the workers' input regarding goals that would be both reachable and challenging, management would simply do away with the strategy, only to reintroduce it months later without having made any adjustments.

Additionally, there were few feedback mechanisms in place when this strategy was being implemented, with management generally being inaccessible. Consequently, sales staff would have no one to whom they could voice their concerns over the problems with the system. With any reward system being markedly unclear, workers had no motivation whatsoever to meet the articulated, unreachable goals.

An additional strategy that management has introduced and reintroduced several times relates partially to ET, though with only two of the three elements inherent to the theory present. Specifically, management introduced a reward system several years ago that would set a broad goal for sales teams, associating that goal with a large reward. In one instance, if a sales team successfully sold fifty policies in one-month, they would receive an extended, paid-for lunch. While the valence of the goal was recognized by workers, the actual expectancy of achieving that goal was low. Sales calls and meetings would be the tasks supportive of that goal, but the instrumentality of those tasks was not widely acknowledged.

Both strategies were grounded in managements' perception that productivity needed to be higher, but they did not ask for worker feedback when implementing the system; this is indicative of an inherent flaw in the corporate culture that has impeded other aspects of the workplace's functionality. Management and sales staff rarely speak to one another, and the communication divide presents a myriad of problems that usually go unsolved. Given the pressing situation of the firm at present, management needs to break down barriers between themselves and the sales team in order to effectively boost productivity.

Conclusions and Recommendations



At present, the firm has no motivational strategies in place and is struggling to hire replacements for the agents and workers that have left. In authentically implementing GST and ET, management should call a mandatory meeting through which sales staff are urged to offer feedback and recommendations for a reasonable and effective performance management system. In applying GST, setting goals that are high but not entirely unreachable would allow for workers to work toward a goal without perceiving it as too overwhelming. Moreover, associating that goal with a reward and intermittently engaging in management-sales team exchanges that could amend the system if it is not working would be beneficial. Management would be affected by having to actively communicate with their workers and devote more time to these exchanges, but workers would undoubtedly receive these changes well.

Similarly, ET could be authentically implemented, also by soliciting sales staff feedback regarding meaningful tasks that will ultimately achieve a desired goal. In allowing the workers to articulate what specific tasks will aid them in achieving a goal that both management and workers frame as valuable, concrete steps can be taken toward goal achievement. Again, associating that goal with a reward is key, and will boost the perceived value of reaching that goal. Overall, motivation is the firm is low and is continuing to plummet following the staff reduction. Management needs to reframe their perspective of motivation as critical to productivity and acknowledge the importance of staff input in creating and implementing motivational strategies. Had there been a performance management system in place that was grounded in motivational theory, the staff may not have been so suddenly reduced in the first place. Motivation, commitment, and productivity are all inextricably bound to one another, and effective management acknowledges this connection and responds accordingly through policy.

References

Emery, C. R., & Oertel, S. An Examination of Employee Culture-based Perceptions as a Predictor of Motivation. Journal of Organizational Culture, Communication and Conflict, 10(2), 13-20.

Latham, G. P. The Reciprocal Effects of Science on Practice: Insights from the Practice and Science of Goal Setting. Canadian Psychology, 42(1), 1-24.

Martin, A. J. Motivation and Engagement in the Workplace: Examining a Multidimensional Framework and Instrument from a Measurement and Evaluation Perspective. Measurement and Evaluation in Counseling and Development, 41(4), 223-235.


Home   |   About   |   Privacy     References:   Writing Guide   |   Content Writers   |   Freelance Writing