Key Mechanisms by Which Managers Can Improve Motivation of Their Teams

THE KEY MECHANISMS BY WHICH MANAGERS CAN IMPROVE THE MOTIVATION OF THEIR TEAMS AND HOW THEY WOULD KNOW WHEN THEY HAVE SUCCEEDED

There is an increased use of teams in the workplace as they tend to produce better outcomes for an organisation as compared to the sole efforts of an individual (Kokemuller, 2012). It is therefore paramount to identify how to stimulate teams to perform better and to know the end results of this motivation process. Managers could motivate their teams by communicating with them, designing jobs in so that they exercise autonomy, incorporating periods of relaxation and through the use of monetary incentives.

Motivation is the inner state or forces in an individual that causes him to put in effort to accomplish a set goal (Certo and Certo, 2009; Schermerhorn, Hunt and Osborn, 2005). A team is a small group of individuals with complementary skills and competencies who work together to achieve shared objectives for which they are answerable (Schermerhorn, Hunt and Osborn, 2005). Motivating a team therefore involves being able to make a group of people to be enthusiastic and put in the required effort in achieving a common goal. It is important to consider what constitute a source of motivation such as the team members’ goals and needs and also the nature and context of the work.

One of the most basic motivation mechanisms is for managers to communicate well with their team members. The Mayo theory developed in the early 1930’s by Elton Mayo, the founder of the human relations suggests that motivation is promoted by greater communication and taking interest in others (Mullins, 2011). Managers should find out how each team member feels about their individual performance and what could make them enjoy the job more. This would help to build strong relationships and trust. It is also important for managers to give constructive feedback on the work of team members and recognise them for the achievements they have made. At Tesco, the line

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