Solving employee motivation problems through incentive programs

Motivation

Organizational behavior is a field of study that is of particular importance to enterprises and those in management positions. One of the major issues that firms have to deal with is the problem of motivation. The purpose of this discussion is to discuss how organizational behavior management concepts and principles are applied to the problem of motivation. We will begin our discussion by exploring the problem of motivation. We will then design and suggest a solution to the problem. Our discussion will also evaluate the effectiveness of the solution in terms of leadership, managerial and employee perceptions. Finally, we will discuss organizational behavior concepts and principles that are applicable to the successful solution to the problem.

Exploration of the problem

Motivation, as it applies to organizational behavior, is defined as the ability of an employee to exert effort and accomplish organizational goals. Many organizations experience problems keeping employees motivated for several different reasons. A book entitled, Motivation, Beliefs and Organizational Transformation, describes three types of motivation problems that often occur in the workplace. (Butkus and Green 1999) These motivation problems are associated with a lack of confidence, lack of trust in an employer and lack of satisfaction. (Butkus and Green 1999)

The book goes on to explain that employees that lack confidence often believe that they do not possess the skills that are required to complete the given task. (Butkus and Green 1999) This lack of confidence is also accompanied by feelings of frustration, anxiety and self-doubt. (Butkus and Green 1999) The book also asserts that the lack of trust that some employees feel for their employers can also effect motivation. The authors contend that when employees do not trust their employers they believe that the outcome of accomplishing the goal will not be related to the performance. (Butkus and Green 1999) The book asserts that the emotions that accompany are often disbelief and skepticism. (Butkus and Green 1999)

Finally, the authors assert that problems with motivation can also be caused by a lack of motivation. (Butkus and Green 1999)

The book argues that,

Employee beliefs that "outcomes will not be satisfying to me" often lead to a third major problem, chronic dissatisfaction, and to feelings of anger, rebelliousness, and resentment. A case in point: When sales representatives at BCS first joined the new Middle Markets organization, some felt a loss of prestige in giving up the big-name national accounts they had been working on. "A few of my reps became so angry that they just walked out on me," a manager revealed. "There were such strong feelings of rejection that we were constantly witnessing irrational and emotional outbursts." (Butkus and Green 1999)

Design and solution

One of the key solutions for motivating employees is to implement an incentives program. Incentives have proved effective in motivating employees for many years. The design of the incentive program would encompass four main points, which are described in the book as "effort, performance, outcomes, and satisfaction." (Butkus and Green 1999) The book explains the concept of using these four principles "Employees will put in the right amount of effort to meet performance expectations if they receive the kinds of outcomes (raises, promotions, etc.) that will give them satisfaction." (Butkus and Green 1999) All of these factors will work together to motivate employees to meet organizational goals.

In an effort to motivate employees some of the incentives offered could include extra vacation time, pay raises, and bonuses. The manager would set certain goals for the organization and the employees are promised certain incentives as those goals are met. For instance, one particular goal of the company may be to increase sales by 5%. Employees will be made aware of this goal and the timeframe for accomplishing the goal, be given the tools that they need to reach this goal, and to be told what incentives are available when the goal is accomplished. Employees will be able to choose which incentive that they want after the goal has been accomplished.

The timeframe of accomplishing such goals would be relatively short (2-6 months) so that employees can be rewarded as soon as possible. Ensuring employees that the rewards for their performance are close also aids in the motivation of employees. Providing incentives in a timely manner also boost the employees trust in the company and ensures them that they will be rewarded for performing a given task.

In addition to offering the employees incentives in a reasonable timeframe, the company must also ensure that employees are treated well and that their compensation is tied to their performance. The company must treat employees with dignity and respect and be appreciative of the job that they do. Employers must always let employees know how valuable they are if they want to ensure that employees stay motivated and productive.

Organizational Behavior concepts and principles

The main organizational behavior concept that was used to find a solution to this problem was incentives. Incentives provide employees with a reason to be motivated and perform well. There are several ways incentives are implemented; in the form of bonuses, pay raises, and additional vacation time. Incentives also aid employees in understanding that their work is valued and needed. In addition, the design ensures that there is a specific timeframe given to employees. This draws from the principle of expectancy and ensuring that employees are presented with incentives in a timely manner. This boost the confidence of the employee and ensures them that their hard work will be rewarded.

Another concept used in the design is goal setting. Assuring that employees know what is expected of them and giving them what they need to complete the goal is important to the design of any motivational program. The principle of goal setting is that "given sufficient ability, goal acceptance, and task-relevant feedback, individuals who are confronted with specific hard goals outperform those who are given easy, nonspecific, "do best," or no goals." (Forschungsgemeinschaft et al., 1990)