Company policy design for manager empowerment and employee motivation

The Importance of Motivation as a Company Strategy
The literature abounds with evidence supporting the efficacy of employee motivation as a means of stimulating innovation, productivity, and organizational performance. For example, a survey of over 300 employees in one major organization found that employee empowerment in their respective roles was positively correlated with organizational agility, with empowerment being defined in terms of knowledge access, trust, motivation, and communication. Research on the relationship between employee motivation and organizational outcomes therefore begins with operationalization of the definitions of motivation and empowerment, as well as defining the terms of organizational success. Empowerment and motivation will manifest differently for different people, just as different organizations will define their success or outcome objectives differently depending on overall mission and vision.
Communication as a Component in Employee Motivation
If motivation is defined in terms of empowerment via access to pathways of knowledge and information, then employee motivation starts with the formal establishment of communications channels. Open flow of information between parties in the organization promotes empowerment because it implies trust. Being trusted formally—as a matter of company policy and practice rather than the selective dissemination of trust based on potentially biased managerial decisions—is a cornerstone of employee empowerment. For example, Dasgupta, Suar & Singh (2014) found a “collaborative approach, respect and recognition, flexible working arrangements, trust, clear direction, autonomous and challenging tasks are important indicators to make employees happy and drive them towards superior performance,” (p. 287). Corporate culture needs to promote the flow of information, knowledge and communications in its own cultural context, establishing the role model for a company culture based on trust and employee empowerment.
Management practices need to follow the principles of trust and communication, to establish the precedent and normative environment in which employees can thrive and reach their highest potential. Research substantiates claims that culture is the key to inspiring trust, employee engagement, and empowerment with the goal being organizational success. Simoneaux & Stroud (n.d.) claim management “should encourage employee involvement and accountability at all levels and exhibit consistency in applying company policies,” (p. 51). Everything from the hiring process to the rituals and ceremonies that solidify company culture, managers have the opportunity to empower, inspire, and motivate employees. Yet motivation extends beyond the creation of a strong company culture. Establishing a strong company mission, based on values of corporate social responsibility, remaining dedicated to ethical principles, and sticking to a policy of accountability are also crucial components in a strategy designed to stimulate motivation. Employees need not just to be and feel trusted through open lines of communication, but also to trust that their superiors in senior management hold themselves accountable, and that power is real, not arbitrary, and never abused (Simoneaux, Stroud, n.d.). Additional research also supports the importance of accountability being built into company practice and policy (Gilley, Gilley, Jackson, et al., 2015). Vardiman, Shepherd & Jinkerson (2014) likewise found that managers who do not follow the principles or policies they put into place undermine their own credibility and they lose the trust of their employees. Managers, and not just employees, need to be held accountable and preferably embrace personal responsibility, if they expect employees to remain engaged and motivated.
Human Resources Management and Employee Development
A company policy that promotes employee motivation and empowerment must include leadership development and similar human resources strategies focused on talent management. Gilley, Gilley, Jackson, et al. (2015) outline ten “principles of developmental leadership,” (p. 72). In addition to the principles of trustworthiness and accountability, developmental leadership also requires ardent attention to employee advocacy and a climate that helps “employees feel good about themselves, their contributions, experiences, skills, and abilities,” (Gilley, Gilley, Jackson, et al., 2015, p. 73). Doing this requires more than just lip service or empty compliments, but a comprehensive, pragmatic pathway to personal success and empowerment. Managers and human resources specialists can therefore work together to recognize employee needs and engage in processes like career mapping or leadership development programs. Employee development also occurs ideally in an environment that recognizes, values, and supports diversity. Research shows that managers can play a more active role in motivating marginalized employees through active engagement, such as by soliciting input (Sabharwal, 2014). Managers must also never neglect age-related diversity issues in the workplace, which are sometimes overshadowed by gender and race-related diversity management strategies (Calo, Patterson & Decker, 2014).
Both the research by Gilley, Gilley, Jackson, et al. (2015) and by Sabharwal (2014) refer to self esteem as one of the key factors in employee motivation, empowerment, and leadership development. Employees need to feel valued and recognized, and from that, their contributions to the organizations will continue to flow. Survey research also shows that when employees are “rewarded for their innovations,” they are more likely to continue exhibiting innovative behaviors (Manisha, 2014, p. 62). Taking employees for granted or neglecting to recognize the need for their personal path to development and success is the surest way to drain talent from the organization. Retaining top talent starts with effective recruitment strategies but depends ultimately on employee empowerment and retention.





References
Calo, T.J., Patterson, M.M. & Decker, W.H. (2014). Age-related work motivation declines: myth or reality? Journal of Organizational Psychology 14(1): 96-110.
Dasgupta, S.A., Suar, D. & Singh, S. (2014). Managerial communication practices and employees’ attitudes and behaviors. Corporate Communications: An International Journal 19(3): 287-302.
Farhani, A.H. & Salimi, F. (2015). The study of the relationship between employees’ empowerment and organizational agility. European Online Journal of Natural and Social Sciences 4(1): 1067-1075.
Gilley, J.W., Gilley, A.M., Jackson, S.A., et al. (2015). Managerial practices and organizational conditions that encourage employee growth and development. Performance Improvement Quarterly 28(3): 71-93.
Manisha, X. (2014). Ground-breaking actions in the organizations. Indian Journal of Management Science 4(1): 62-68.
Simoneaux, S.L. & Stroud, C.L. (n.d.). A strong corporate culture is key to success. Journal of Pension Benefits.
Subharwal, M. (2014). Is diversity management sufficient? Public Personnel Management 43(2): 197-217.
Vardiman, P., Shepherd, I.J. & Jinkerson, D. (2014). A policy of zero tolerance with exceptions. Journal of Management Policy and Practice 15(5): 32-43.