Training Managers to Motivate Employees

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  • Topic: Management, Motivation, Self-determination theory
  • Pages : 7 (2012 words )
  • Download(s) : 722
  • Published : November 11, 2010
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There are a variety of management styles in the field of training and development. With there being so many styles, can training help managers adopt a more autonomy-supportive motivating style toward employees. Will the employees of these managers in turn show a greater workplace engagement? Research shows managers that participate in training, have a more significantly supportive management style. This paper will discuss the managers’ motivating styles and the benefits to employees when managers become more autonomy supportive.

One of the most challenging parts of a manager’s job is the managerial effort to support employees’ motivation. A key determinant of how effectively a manager nurtures and supports employees’ motivation is the manager’s motivating style, because the quality of a manager’s style affects employees’ work-related motivation. Recognizing the important relationship between managers’ styles and employees’ motivation; a question arise, Can management style be meaningfully influenced by training? The research conducted sought out to determine whether or not managers could be trained to motivate employees. With the newly developed motivating styles will it be effective and reciprocated by the employees. The research will also investigate whether or not the employees of trained managers have a higher quality of work place motivation and greater workplace engagement.

In the training and development literature, management skills and strategies are generally accepted as malleable, as flexible, learned behaviors, and are therefore teachable or trainable (Bryce 2000). However, management style has historically been considered a deeply rooted characteristic, a hard-wired brain dominance characteristic, personality trait or individual difference that defines the individual as a manager (Bryce 2000). Yet few studies have been carried out to test whether or not management style can, indeed, be taught, and whether or not explicit style training transfers effectively, so it is recognized not only by the managers themselves, but also by the employees who work under them.

Management style is distinguished from management skills and strategies in that it is less discrete, more integrated into the interpersonal behaviors of an individual, but also influences how that person communicates about skills and delivers strategies (Bryce, 2000). It is often difficult to distinguish management style from other similarly integrated, and potentially related, personal characteristics such as personality, but it should be examined and investigated separately because of the influence it can have on work climate and on employee work characteristics and performance. Management style can be defined as the characteristic way that a manager interacts with employees in the workplace, and particular with subordinates. A subset of management style is manager motivating style, defined as the characteristic way that a manager seeks to motivate employees in the workplace.

Diagnosing and supporting employees’ motivation is complex and challenging, but it is well worth the effort in terms of potential gains in both productivity and workplace culture. One reason that makes employee motivation complex is that it varies not only in it amount but also in its quality. There are different types of employee motivations that exist which can lead to a positive workplace involving engagement, performance and job satisfaction.

An approach to motivation that investigate how social conditions contributes to the undermining of people’s motivation, functioning, and well-being is self-determination theory. Social conditions include the workplace climate and manager’s motivating styles.

Training managers on motivation requires understanding the types of employee motivation. Identifying the types of motivation is important to understand the effect on the person’s thoughts, feelings, during the work performed. This can...
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