Motivation Problem Electro Logic (EL)

Motivation Problem Electro Logic (EL) has been in existence for four years. An assessment has taken place regarding the functionality of working relationships and overall functionality in the company. The first area of concern is regarding the methods used to hire professionals. It has been reported that the President of EL handpicks the heads of staff, ordinarily this would not be cause for concern however it has also been reported that favoritism is shown towards the president's graduates.

Another area of concern is in the chain of command and direct interactions between departments and co-workers. Engineers work directly with technicians, however there are some technicians that simply have a high school diploma; this gives way to opportunities for miscommunication and gapes in knowledge and massive loss of information between the two. After reviewing the organizational chart it is also evident that the chain of command is not equal proportioned, the vice president is underutilized by not having any staff or departments report to him/her.

All staff and departments ultimately report to the president instead of being filtered through the vice president. Instead of having the staff housed in one large building, they are spread out amongst three smaller buildings. In addition, the amenities are unequally proportioned between administrative buildings and the other two buildings. Another major area of concern is that EL implemented a large campaign to higher additional staff (primarily engineers); this was not done with extensive thought to the current structure. Engineers already count for well over 75% of the current staff.

Considerations and research need to be conducted in order to determine why so many engineering staff is leaving the company. There are insufficient social interactions between all employees of EL. Research indicates that various departments intermingle socially within their departments, for birthdays, sporting events etc. However, there is no record of all inclusive functions or events. This is possibly a strong example of why motivation is so poor within the El ranks of staff. Work is not evenly allocated and support between departments is minimal.

Employees themselves decide what priority a given assignment receives. Moral and motivation is easily lost in any company that experiences significant turnover. This is an issue for concern with EL. This problem is also directly linked to the initiative implemented to hire additional engineers. Turnover rates are significantly high with administrative personnel and technicians. It is harder for department staff to work together effectively with increased turnovers; therefore motivation will be lower in departments with high rates of turnover.

Motivation Problems have also stemmed from the lack of meeting between EL's staff as a whole unit. This was discussed slightly above. Motivation and morale are hard to create and maintain between El staff and the organization as a while, due to no organizational group meeting (entire staff). Research only shows that meetings may take place on occasion within any given department.

When staff was asked for the reasons why they were quitting one of the responses was that EL's crisis management style was insufficient, better opportunities for career advancement, and that the "chain of command" was also great reason for unrest within the organization.

These are all additional reasons that can lead to a lack of motivation in an organization; if an employee feels that there is no one to turn to, that there are no opportunities for advancement, and that the hierarchy does not communicate with them will give the employee reasons to be unsatisfied. Additional problems in an organization that may be reasons for motivational problems found in EL include the inability of employees to see the finished product.

Each department has their job, once their job has been completed, it is possible that the project is then transferred to another building to have other aspects of the project completed; therefore, employees are not able to have a sense of satisfaction in seeing the result of their efforts. Nor are they able to see how their efforts work congruently with the efforts of their coworkers. Goals are not clear and in place.

Often employees are left not really knowing what the ultimate goal of their efforts is suppose to be. This is turn leaves staff confused without clear set ideals of what needs to be done and the level of expectation. An unclear reward system has also created an atmosphere that is not conducive of high motivation and overall employee unity. Employees have been left without a means of self or group motivation by not knowing what truly determines the ability to obtain higher pay or career advancement.

Another problem is evident by.