Deliverable 2 – Effective High-Performance Motivators Competency Implement motivational principles to influence higher performance. Student Success - Class help (2023)

Deliverable 2 – Effective High-Performance Motivators
Competency
Implement motivational principles to influence higher performance.

Student Success Criteria
View the grading rubric for this deliverable by selecting the This item is graded with a rubric link, which is located in the Details & Information pane.

Scenario
United Alliances Corporation has noticed some negative trends with its employees and is concerned about the impact these trends will have on the organizations longevity if they are not addressed and fixed. First, they have seen an increase in full-time workforce absenteeism. They have also noticed a general decrease in overall quality. Finally, they have found the company has overall decreased productivity and lower morale. After evaluating the situation, the company has realized this behavior is the result of an unmotivated and unsatisfied workforce.

You, a Human Resources Motivation Specialist, have been given the task of creating a motivation improvement action plan that will introduce best practices to motivate workers. The plan will be explained and presented to all the leaders in the organization at the annual manager meeting next month. The plan will explain the importance of having motivated and satisfied employees. It will also discuss effective leadership methods and practices needed to successfully motivate and retain employees. The plan will also identify rewards that work and rewards that dont always work.

Instructions
This will be submitted using Microsoft Word.

Assess the essential impact of job satisfaction and motivation in the workplace.
Evaluate why satisfied employees tend to be more productive, creative and committed to their roles and responsibilities. Includeexamples.
Recommend effective leadership methods and practices using commitment and natural ability as the common denominators.
Explain why motivation and job satisfaction should be mutually exclusive to result in high satisfaction and high motivation.
Evaluate how intrinsic and extrinsic rewards can motivate people to assimilate new skills and knowledge. Provide examples of each type of reward.

Motivation and Job Satisfaction
Leadership plays a critical role in employees motivation and performance level as well as job satisfaction Lets start with defining each element.
Motivation is anything that influences direction, promotes a positive reaction, and encourages persistence to behavior.
Performance are the actions resulting from behaviors directed toward the organizations goals.
Job satisfaction is the way a person feels about a specific job or work activity.

Motivation and job satisfaction may appear to be interchangeable concepts. However, they are different when it comes to job performance. Motivation can be a response to job performance and the response can be for a specific behavior or a repeated behavior for a gained purpose. Job satisfaction can be the response for pleasure gained from the experience or a level of reassurance for a completed job. Although the two factors, motivation and job satisfaction, are different, there is a relationship in the workplace. A motivational environment can influence job satisfaction. Satisfaction in the workplace plays a critical part in the success of an organization. Having a satisfied workforce strengthens the organization’s culture and the bottom line. Satisfied employees perform better, have decreased rates of absenteeism, and tend to contribute more to the organizations goals; it is the leaders of the organization that must motivate and create satisfying working environments.

Employee Motivation

The success of a company or organization is the result of various elements. One element a company can implement is creating an environment of employee motivation. What is employee motivation? Employee motivation is a combination of natural and social needs, such as emotional gratification and physical comfort on the job. An environment of motivation has the most significant effect by developing a bond and work commitment with each employee. Taking the time to comprehend the drive needed for employees to perform is an excellent way to connect to the employees and retain engagement. Leaders can create an environment of motivation by setting realistic goals, encouraging team collaboration, creating engaging projects, and offering incentives. Leaders that motivate their employees can increase the organizational performance, which is beneficial to both the employee and the organization. The win-win for employees and the organization is that employees build confidence and the organization maintains a strong workforce.

Motivators: An individual’s motivation to grow builds confidence when they feel a sense of autonomy over their own progress and development. In the workplace, leadership skills, practices, and behaviors build confidence, motivation, and inspiration. In some situations, the base of encouragement in the workplace depends on the current leadership practices, typically believing someone else handles their development and human resources.

Direct Motivators:Direct motivators consist of play, potential, and purpose. Play, meaning interest and creativity is sparked by work progress or completion. To complete a task or goal you tend to feel accomplished. The purpose is identified and accepted when a person recognizes the meaning and the mission of the work that has been done. Having a clear understanding supports the defined purpose which in-turn encourages development and completion. And shelter of the direct motivator’s triad is potential. Giving an individual a clear path of understanding for the mission and the desired accomplishment helps to push potential which overall increases their performance.

Indirect Motivators:Indirect motivators are emotional pressure, economic pressure, and inertia. Emotional pressure is a response that is motivated by an outside source of force. When you were a child you played a school sport. You did not truly have a passion to play this sport. You wanted to please a parent. This is an example of emotional pressure. This happens in the workplace as well. Economic pressure can come from the “rewards” at work such as salaries, bonuses, miscellaneous incentives, and performances to avoid punishment. Responding to these types of motivators the performance can tend to be a mediocre result of pressure and not that of passion. And the indirect motivator, inertia, is the result of a stale mentality in the workplace, feeling that there is no energy or influence to build, move, or perform better.

Leaderships Impact on Motivation

Leaders can motivate their workforce in various ways. A starting point is to get to know your team. Developing a close relationship with your team has benefits for both the leader and the employee. The leader can effectively manage, coach, and support the employee through these stronger relationships, which helps the leader understand and identify what drives and inspires the employee to progress. Building a relationship with the employees can create a trustworthy relationship that supports the best interest of the employees. The trustworthy relationship gained by the employee can help increase performance levels. The employee may become more acceptable to extend their support when needed as trust is beginning to build between the leader and employees. Creating an environment of trust influences employees to be more driven and they tend to give their best performance. This behavior can have an overall positive effect on the organization.

Impact of Leadership

The diagram above shows that employee motivation and job satisfaction can harm organizational effectiveness if they are not balanced. As a result, an organization can develop a cycle of practices and behaviors that will damage the bottom line. The diagram below shows examples of cycles of common practices that could develop within an unbalanced work environment.

The previous diagrams show how certain behaviors and practices of a leader can harm the employees. But having a balanced environment of motivation can strengthen job satisfaction. A person that is motivated and satisfied with the job specifications and responsibilities will perform better. The benefits of a positive environment can consist of increased employee and organizational:

The impact of each action shown above is different, but they all work together to create a cohesive environment. Increased responsibility ties to increased productivity as a result of the employee feeling satisfied on the job. An employee that is satisfied with the job will be more dedicated and more inclined at work. Job satisfaction inspired by a motivational leadership can also influence referrals for other opportunities within the organization. A satisfied employee will refer other employees that they believe will be essential to the team. As a result, growth in the organization is achieved. The growth applies to both the positive influence on the employees as well as operational growth. Leadership that motivates the employees sets the tone that encourages better work ethics, collaborations, support, and willingness to complete a task. Employee satisfaction and motivation impact the work performance of an employee. If a person is satisfied with a job, they most likely feel motivated to work harder and present their best work. A person that seems dissatisfied with a job lacks motivation in the workplace and often meets the minimum requirements of the job duties, therefore, has a lower or decreased work performance.

Motivation
Motivation and employee satisfaction are key characteristics for success both individually and for teams in the workplace. Motivation is a basic psychological process that works to encourage and inspire an individual to reach a goal. Motivation is also the managing process of influencing practices based on the understanding of what will make an individual react.

Job and Employee Satisfaction
Job satisfaction encourages employees to strive for success in the workplace. Employee satisfaction comes from a state of fulfillment and happiness. In most cases, employee satisfaction is developed from receiving respect, recognition, and inclusion both individually and as a member of a team. Employee satisfaction also strengthens confidence, improves the quality of work, and loyalty. Satisfaction also stems from an employees contentedness and enrichment within the work environment. The practice of positive behaviors, open communication, and constructive feedback are exceptional tools to increase satisfaction.

Satisfaction vs. Motivation
The use of motivational practices in the workplace examined across a range of contexts has shown a positive effect on employees. A motivating support system serves as an inspiration to reach goals and encourages an employee to work harder. Motivational practices and behaviors also have a positive effect on the employees performance. Satisfaction drivers are job security, good salary, recognition, promotional opportunities, and work-life balance. Satisfaction on the job is what creates the movement of high performance. Therefore, the environment is what determines the results. Working in an environment that has consistency will operate steadily, meaning that whatever practices or behaviors are present will influence the response of performance.

Motivational Theories
Several theories can be referenced to create a better understanding of motivation and its relation to job satisfaction. Let’s look at the three most commonly referenced and two key points of each.

Taking a collective look at the three highlighted motivation theories, there are many similarities. Each showcases the basic perspective and view of motivation. Maslows theory is based on five categories of human needs: self-actualization, esteem, belongingness, safety, and physiological. According to Maslow’s theory, the lower categorized needs are a priority and must be fulfilled first before additional levels are considered.

Cognitive evaluation theory suggests that there are two kinds of motivators: intrinsic and extrinsic. Intrinsic motivators stem from an actual performance such as achievement or competence. Extrinsic motivators result from the environment based on measures out of his/her control.

Alderfer’s ERG theory classifies growth needs, relatedness needs, and existence needs with similarity to Maslow’s theory but from a different rational. Growth needs relate to the development ability and identification of potential. Relatedness needs apply to relationship satisfaction with others, and existence needs address the physical well-being.

Motivation and job satisfaction can be linked or defined by any of the three exampled theories above. The connection is based on individual perspective, but the outcome is based on the individual want.
Needs
Behavior
Satisfaction

The overall perspective of motivation is:
The components of job satisfaction are:
Evaluative
Cognitive
Effective

In comparison, motivation and job satisfaction can work together or work against each other. Generally, employee satisfaction and motivation need to go hand in hand to have a cohesive, productive, and rewarding work environment. The lack of motivation in the workplace can harm the workforce. The crucial element of awareness is the connection needed between satisfaction and motivation for organizational success. The more motivated an employee is, the higher their level of satisfaction; therefore, the higher level of satisfaction results in a higher level of productivity, retention, and quality.

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