Soliciting more suggestions about how to improve the company from employees will make workers feel as if the company has a personal investment in their output, and that they can make a valuable commitment to the overall mission of the company. Having a clear sense of corporate identity can make workers feel as if they are motivated to improve the company as a unit instead of merely seeing the company as a vehicle of self-advancement. Many of the dissatisfactions articulated by the company relate to understandable individual concerns, such as the lack of personal time, overwork, promotions, and equitable pay. These all suggest that the company comes up lacking because it does not invest in workers, thus workers do not invest themselves in it. "Herzberg, Mausner, and Snyderman (1959) identified factors such as achievement, recognition, responsibility, advancement, and personal growth which, when provided as an intrinsic component of a job, tended to motivate workers to perform better. Factors such as salary, company policies, supervisory style, working conditions, and relations with fellow workers tended to impair worker performance if inadequately provided for, but did not particularly improve worker motivation when present" (Hill 1996). The findings from the study suggest that workers are troubled by their salary compensation and working conditions but they are also troubled by a lack of educational initiatives and general fairness by the company as well. Workers need to feel as if their work is making a contribution to their own futures, and the company leadership must understand that by building upon the skills sets of workers, productivity can improve.

Using motivational incentives beyond...

Employees will feel motivated by mentoring other employees and being mentored by others, given the one-on-one personal satisfaction this brings. This will give them a long-term personal stake in the company that extends beyond the 'what can this do for me' ethos as well as enhance their own skills. Older employees can learn new and innovative thinking and even new computer and technical skills from older employees, while younger employees can learn about effective professional approaches and the company in general.
Enhancing motivation will enhance productivity and overall company performance. However, in the future, when the financial situation of the economy is rectified, institutional programs like tuition-forgiveness plans, day care on-premises, and other employee perks may be worthy of consideration, as they increase employee stills, decrease the incentive to take personal days, and thus improve overall company loyalty.

Works Cited

Hill, Roger. (1996). The Work Ethic and Industrial Management. History of the Work Ethic

Retrieved May 2, 2009 at http://www.coe.uga.edu/workethic/him.html