Workplace Motivation Psy 320

Workplace Motivation

Dixie Woodard

PSY/320

December 22, 2010
Mia Boozer

Workplace Motivation

The theory of motivation in the workplace is defined as empowering others to perform tasks they would not normally perform. Considering there is a multitude of ideas, theories, and methods promoted by experts in the area of employee motivation, choosing the correct method is daunting. The goal is to select one or combine methods that will motivate employees to excel in the workplace and attempt to increase employees’ personal satisfaction. The challenge in all organizations is to create a perfect balance between employee motivation and how to implement and sustain the program. Positive reinforcement has proven to be one method
I thought this was important to create a dialogue and a sense of belonging. A history of the company was explained to each new hire. This became important because the employees could envision a future with the organization. The business was rapidly expanding and the new employees were encouraged to participate in the exciting possibilities. The next change was in the training process. The department had five employees who required retraining. This action was not received with enthusiasm by four of the five employees. The lack of motivation and low morale of the department had created an environment of apathy. Therefore, retraining was futile. I recruited and hired four new employees within the first two months of managing the department. The new environment was happy, positive, and creative. I could not authorize monetary rewards. However, praise and recognition are free. This created a team of motivated and positive people because teamwork does not depend on monetary compensation. The sense of belonging provided the employees empowerment over their daily duties. Employee satisfaction correlated with the productivity of the department with an increase of 150% within 90 days of implementing the new policies. The humanistic view of motivation may have critics but in this situation the theory proved to be
The changes to the culture of the entire organization were profound and created a cognitive dissonance. The focus of the new administration was the bottom line and nothing else. Promises were not kept and threats of joblessness prevailed. Motivation plummeted. Extrinsic motivation was the only motivation for all the employees. The new method of motivation was not sufficient to retain the best employees. Benefits were curtailed, bonuses and raises were suspended, and recognition was nonexistent. The Expectancy X value theory was destroyed for those employees who depended on that type of motivation. Praise for a job well done became extinct because the new owner decided it was not necessary. The exclusive reliance on extrinsic motivation will fail if intrinsic motivation no longer exists. The employee retention problem returned with vengeance. Within the first 90 days after the new ownership, the department lost three of its best employees because the support for self-actualization ceased to be an important factor. Humans do not tolerate negative changes to their environment such as the workplace. If a hygienic environment becomes confused with misinformation, distrust, and lack of security it will become toxic. This became a very toxic workplace for all involved. Obviously, this was not the correct motivational theory to apply. The company closed one year later. Motivation is imminently important to any organization whether it be