Addressing Employee Motivation Essay Example for Free

Addressing Employee Motivation auditionExecutive Summarytom turkey was seen to have a loss of indigence at control which was investigated. An compend showed the main cause to be a wish of chat from his theater director, a need for role definition, and a overlook of publicity for the success of his project initiative. testimony is for Toms manager to be informed so they are hopefully able to address these issues and retain and develop Toms skills.A problematic work situation relating to a HRM concept in Book 21.1 A description of the work problemTom has a fountainhead paid job as a project manager.He created an idea and initiated a project to design and implement a website. After setting up the design and defining the stakeholders, without discussion, another individual was brought in to chair the project meetings and keep track of actions for the software team. He felt a lack of limpidity in his role and without clear guidance and credit did not feel motivated to push the p roject as fractious as before. Weekly work hours fell back to a normal 40 hours from 50 or 60, and his other ideas were not pushed to guidance with the same enthusiasm. Motivation was clearly falling. This example relates to indigence and Session 1 of Book 2 can be used to analyse what motivates Tom to go to work.See moreFirst Poem for You Essay1.2 Analysis of my experience using my chosen conceptsTo understand Toms motivation levels I have analysed his situation using Maslows Hierarchy of call for (1954) from session 1 (The Open University, B120 Book 2). According to Maslow, a satisfied need is not a motivator. Matching which needs are met on the pyramid of five categories will give an indication of which unmet need should be a motivator.Figure 1 Maslows Hierarchy of needs pyramid, and compact of Toms status within it. Figure 1 Maslows Hierarchy of needs pyramid, and summary of Toms status within it.According to Maslows theory, Tom has reached the 3rd level, plainly the lack of communication and feedback has stopped him achieving Esteem. Maslow states that Not meeting these needs has a negative effect on our mental health and this could explain the low motivation that Toms behaviour indicates. Tom was also under the impression that his idea and the quick success of the project would be publicised by his manager and would open up opportunities to be involved in other senior projects within the business. This did not materialise, and the senior focal point was not made aware of any plans to utilise Toms skills.In fact Toms manager was based in another coun humble and was often not approachable for consultation either by phone or email. This expectation and its failure to materialise also causes low motivation, as explained in the concept of a psychological contract from The Open University (2012). By applying this concept, we can understand that Tom had reason to believe that a successful project would lead to acknowledgement and higher appreciate wi thin the company, and even though this was not part of a formal employment contract. When this did not occur Tom felt his psychological contract had been violated, and that his hard work was inconsequential, leading to his low motivation to keep working hard.1.3 Proposed solutions to the problemThe analysis above has identified possible causes of Toms low motivation.With this pinch of these reasons, each can be addressed with the right actions. .* Problem Low motivation,* caused by Perceived low likelihood of achieving Esteem (on Maslows hierarchy)* caused by lack of communication about tasks.* Classified as Broken psychological contractIf we can determine the cause for the broken contract, we may be able to repair Toms motivation to work hard.Also relevant is the Job Characteristic Model from Hackman and Oldham cited by The Open University (2012) which lists five core job characteristics that tolerate to satisfying work. If Toms work is missing any of the core characteristic s his attitude to his job could be affected. Figure 2 . Hackman Oldham JCMThe lack of regular communication between Tom and his manager suggests that there is insufficient Feedback from the Job. B120, Book 2, Study session 4, highlights the importance of Constructive feedback, which involves praising strengths and achievements. Arranging another person to chair project meetings could also mean that Task Identity was not clear.To solve these items, Toms manager should take the following actions * clarify Toms role and tasks within the project* Provide regular opportunities for feedback and communication, including praise of achievements when applicable. * Publicise Toms contributions to raise his profile in the senior management team and allow development of his career.Relevant network siteshttp//businesscasestudies.co.uk/tesco/motivational-theory-in-practice-at-tesco/maslow-and-herzberg.html (accessed 28-Nov-2012)This shows how a successful company has used Maslows hierarchy and H erzbergs two factor theory to try to keep employee motivation high. Herzberg could be summarised as If you want people to do a practiced job for you, then you must give them a good job to do. The Times is a reputable publisher which lends credence to this site, but this is a case study utilising the theories in this report, and not and original source.http//gmx.xmu.edu.cn/ews/business/management/chapter16.htmwhat (accessed 28-Nov-2012) This site was chosen because it contains some interesting definitions of motivation factors, and summarises a collection of different theories on analysing motivation in employees. The information is not verified but some theories corroborate with other sources.ReferencesThe Open University (2012) B120 An introduction to business studies, Book 2 An introduction to human resource management in business, Milton Keynes.Web source 1 http//businesscasestudies.co.uk/tesco/motivational-theory-in-practice-at-tesco/maslow-and-herzberg.html dated unknown (acce ssed 28-Nov-2012)Web source 2 http//gmx.xmu.edu.cn/ews/business/management/chapter16.htmwhat dated unknown (accessed 28-Nov-2012)