Effect of Motivation of Employee Performance

Teamwork and Motivation

Various elements of an organization motivation plan are always aimed at encouraging low turnover, high-quality work, high productivity, and high job satisfaction. The first approach involved is the appreciation of employee feedback. The element of the motivation program includes the need to ensure that feedback offer the employees with established objectives. Organizational managers provide feedback through continuous processes without outright conformity during quarterly meetings. Managers focus on ensuring that they meet employees every quarter and updating them on the company's performance (Keller, 2009). Formal motivational reviews on a monthly basis are necessary and should exist in writing as opposed to other informal reviews under suggestions of weekly tracking. The quarterly feedback from top management becomes the basis for motivation plan evaluation and achievement determination for the employees. Objective ratings are based on scales of the set aspects of employee management. This element develops direct link to the percentage payments on rating while resultant efforts are based on bonus payments.

The second variable is trust. The efficient management is trusted and trusts while promoting fairness and honesty through keeping deadlines and promises. Such managers expect and demand excellence among employees and have increased awareness of the potential. The appropriate ways of showing trust through assigning tasks and projects to team members without having to question the findings of best solutions. The trustful partnership between employees and managers eliminates error through embracing essential components of leadership concerns (Kornberger, Pitsis & Clegg, 2014). Neither party is afraid of taking risks, as there is an understanding that the relationship's substance is based on the devotion to common goals and vision. The continued focus to empower each party is bigger than the scope of trust and loyalty within an Agency. Immediately the elements have an organic and integrated employee motivation program, the organizational culture allows employees to experience positive outcomes of the approach through building in the period.

Question Two

Taylor's Theory of Scientific Management is the motivational theory I would adopt to support my plan. Theory of motivation by Frederick Taylor states that workers have gradual motivation of solely paying through receiving for the work done. The theory postulates that workers do not perceive satisfaction in works perform when there are direct rewards such as monetary payment. The ideology of the theory and other industrialists paying the factory workers based on the scope of production is dependent on the focus and implementation program. The theory has gradually lost favor because workers become frustrated giving rise to workplace strikes from the disgruntled ones (Keller, 2009). Additionally, the dimensions stated have an academic eligibility while considering the relevance of effectiveness for leadership. While the design of the project is involved in the application of theoretical concepts, alternative approaches fail to guide teams through effective platforms. It is worth considering that leaders have pending requirements in achieving trustworthy elements of dimensions such as eligibility. This is considered as relevant in the evaluation of the leadership potential.

Question Three

There are various ways of motivating workers on minimum wage service. One of the ways includes reducing the communication gap between them and the management. When employees are lost on what is happening in their workplaces, they develop feeling of inadequacy and unimportance. It is prudent to hold regular meetings with the workers. This creates a platform where they are informed that the management appreciates them and the services they render (Sims, 2012). The provision of previews is based on upcoming changes that make them perceive valuable insiders for playing important roles in business' future success.

The second approach includes recognizing their contributions. The scope of motivational power facilitates the thoughtful presentation of certificate and trinket of appreciation without overstating the content. It is important to refrain from ignoring employees in light of the grateful efforts. Public recognition and rewards for their contributions are important. The recognitions substantially increase the eagerness of employees for fulfilling their job duties. Lastly, it is critical to offer employees the freedom. Freedom promotes better motivation as compared to monetary incentives. The aspect of motivating minimum wage workers by allowing them to schedule their activities or tasks can be adopted. It is beneficial give an ear to minimum wage employees especially when voicing their grievances. For example, when operating a restaurant, it is important to let workers decide on those who have a grill or those who welcome guests in service window. The arrangement of exchanging the roles would be wise unlike forcing them into doing the chores (Kornberger, Pitsis & Clegg, 2014).

Question Four

Various aspects relating to behaviors, attitudes, culture, and communication affect the performance of a team. Corporate culture remains hard to address the traditional sense through learning. It is normally a learned behavior through establishing defined incentive systems, corporate values, and ways as people continue managing their communication of the prioritization. In this light, culture and attitude are cause and effect relationships on behavior across organizations coupled with enablers of high-performing output. Organizational trends are more than internal phenomena.

The company's goals are felt away from the immediate environment (Sims, 2012). Culture is becoming an important element of the company's brand. For this reason, culture does not have an aligned branding to the natural rise of stakeholder interests. This is coupled with the companies that develop credibility problems through promising various aspects of the market and delivering other variables. Strategy, culture, and operational performance are strongly related. High-performing companies perceive culture as the enabler of performance and a strategy of creating a culture that supports employees towards achieving the goals.

Question Five

In my experience, task identity and autonomy are based on high psychological ownership amounts. When the characteristics are absent, I have observed that high ownership and alternative approaches deliver low results. The implication is that it is possible for all employees to attain higher ownership levels while task identity and autonomy are important in contributing towards ownership feelings of the organization. The highly positive employees are perceived to be based on various levels of ownership where low task identity and autonomy levels are stated (Blankenship, 2012). I believe that work motivation involves processes of initiating and maintaining performance with a goal-directed perspective. The elements of focus also energize the people's thinking by fueling enthusiasm and color on positive emotional reactions to life and work. Motivation promotes mental efforts by driving the application of knowledge and skills.

However, the absence of motivation predisposes people to tendencies of laziness. Motivation gradually nudges or prevents people from converting intention from action and doing new things or restarting the things done previously. Some element controls decisions and persistence in achieving specific work goals and facing distractions from pressing priorities. Motivation leads teams towards investing in cognitive efforts that enhance both the quantity and quality of work performance (Rainey, 2009).

Question Six

One of the ways of selecting a team leader is through assessment of the individual's characteristics. One of the ways includes seeing and explaining the big picture. The team leader plays the role of defining the purpose of teams and envisioning future success (goals and targets) for path finding. Team leaders motivate and inspire team members while establishing role models for teamwork and leadership. Leaders handle fear when changes are instituted. They do this by investigating the capacities of the teams and the individual members besides encouraging into accepting the changes without fear (Rainey, 2009).

Question Seven

We focused on providing the group members with formal training and experiential learning as well as coaching processes that were relevant and integral to leadership development. Formal training is done based on in-class teaching while equipping students through the critical concepts related to project management, leadership, and facilitation tools and techniques (2 hours each week). The formal meetings with team leaders were an hour each week. This enables members to experience and apply concepts that taught in class. Leaders were coached individually and formally for twenty minutes in both sessions.