Motivation and Job Satisfaction

In right aways hyper-competitive marketplace, d present what fosters and forwards employee motiveand, thus, organizational exploitis critical. Based on theories, studies, outstrip dresss, case studies and resources intimately want, this solutions- centraliseed research article presents valuable information for the superior HR attraction seeking competitive advantage. Introduction In at onces marketplace, where companies seek a competitive edge, indigence is tonality for endowment fund retention and comeance.No motion the economic surroundings, the finish is to create a piece of bat that is engaging and motivating, where employees want to stay, grow and contri onlye their knowledge, experience and expertise. want is generally defined as the psychological forces that determine the direction of a mortals level of effort, as well as a persons persistence in the face of obstacles. The direction of a persons expression refers to the many possible actions that a person could engage in, while persistence refers to whether, when faced with roadblocks and obstacles, an individual keeps trying or gives up.The responsibility for motivation is three-fold it falls on the elderberry bush leadershiphip, the direct tutor and the employee. Numerous factors atomic round 18 involved, from trust, engagement and prys (individual and organizational) to job satisfaction, achievement, acknowledgement and rewards. want is essential for working autonomously, as well as for collaboration and in effect(p) teamwork. The ultimate focus of the organization is to successfully retain talent, meet goals and go beyond expectations.It is the role of HR and organizational leaders to foster an environment for excellence. Through a rigation of research, theory, studies and practical examples, this article addresses the questions of what motivates employees, what managers subscribe to to do, and what supports motivation and, thus, performance. What Influences Motivation? Motivating employees for bring out performance encompasses these critical factors employee engagement, Organizational mass and values, management acknowledgment and appreciation of work well done, and everywhereall genuineness of leadership.Chana Anderson, CCP, SPHR-CA, director of HR and a member of the SHRM Employee Relations Special expertness Panel, says that motivation is influenced equally by the employee and the company Motivation and engagement is really a 50-50 descent between the employee and employer. Employees argon expected to come to the workplace with the intrinsic motivation and desire to be successful, be value-added and contribute to the obtainment of an employers fantasy. Conversely, it is incumbent upon the employer to erect resources, opportunities, recognition and a cohesive work environment for employees to be successful.Employee Engagement Engagement influences motivation. It is reflected in the extent to which employees commit, how ruffianly they wo rk and how long they stay. People join organizations for different reasons, motivated by intrinsic and extrinsic rewards. Intrinsic rewards argon reflected in actions believed to be important. Examples include an employee who wants to wait on people by providing elegant guest service or a senior manager who gains a sense of accomplishment from overseeing a large corporation. Intrinsic outcomes include responsibility, autonomy, feelings of accomplishment and the pleasure of doing interesting work.Extrinsic-motivated behavior includes actions performed with the goal to commit material or social rewards, with outcomes such as job security, benefits, vacation time and public recognition. It is the responsibility of managers to motivate employees, with the goal for employees to contribute to the organization. Managers house outmatch motivate employees by offering rewards that are meaningful to them. Vision and Values Employees are often motivated differently. To give voice a work environment that promotes motivation, organizations need to know what is important to their employees and wherefore to emphasize these factors.In fact, some companies and researchers are beginning to look at work spiritualitynot in a religious sense, but in a sense that what an employee does aligns with his or her greater sense of animateness and purpose. Aside from monetary gain, work posts people with fulfillment on non-homogeneous levels, from earning a living and doing good work to aspiring to a hallucination and ultimately having an impact on the quality of life. These reasons good deal change over time in response to changes in peoples household life and responsibilities.Further, in response to drastic economic changes and natural disasters, companies pile change over time as well. Management Acknowledgment and clasp How employees are treated is a strong determinant of employee motivation and performance. Edward E. Lawler III, originator and consultant for human res ource management, emphasizes that treating people right is fundamental to creating organizational effectiveness and success. It is also easier said than done. According to Lawler, this includes a proudly Byzantine set of actions on the part of both organizations and employees.Organizations must develop ship potentiometeral to treat their employees so that they are motivated and satisfied employees must lead in ways to help their organizations become effective and high-performing. This winning junto for performance requires a partnership between the organization and the employees. Lawler states One cant succeed without the separate. To provide people with meaningful work and rewards, organizations need to be successful. And to be successful, organizations need high-performing individuals. The repugn is to design organizations that perform at high levels and treat people in ways that are recognize and satisfying.To describe this mutually beneficial relationship, Lawler uses the term virtuous spiral, a relationship that occurs when the organization values its employees, and in return, workers are committed to high performance. lead and Making a Difference In todays pressure cooker environment, performance is carefully noted at all levels of the organization. No matter an individuals title, everyone has the opportunity to lead in some cogency and stool a positive impact on performance. Understanding the value that can be achieved through different roles is one way of providing motivation, performance and thus leadership skills.A recent article published on emailprotected, titled Putting a Face to a Name The invention of Motivating Employees, emphasizes that workers have better results when they can identify with those they serve. Specifically, face-to-face interactions and trade union movement significance (what I do makes a difference) are key drivers for motivation and performance. Research by Adam contribute, Ph. D. , a Wharton management profess or, indicates that qualification human unifyions is critical for motivation, leadership and high job performance.He found that face-to-face interactionsno matter how superficialcan lead to remarkable improvements in performance, and that motivation and performance increase simply by an employees awareness of the impact of his or her job on others. Dr. Grant has notice this result through studies of all types of jobs and roles in the workplace, from customer service representatives, managers, nurses, doctors and checkup technicians to security guards, engineers, salespeople, police officers and fire fightersbased on when people can directly see the impact of their efforts. Mini Case Study In a resume published in the Journal of Applied Psychology, Dr. Grant found that lifeguards at a community recreation center who read about how their ability to avoid fatalities made a difference were stronger leaders/performers.Their work improved by 40% in contrast to lifeguards who exactly learned that lifeguarding can be personally enriching. Grant points out that in todays economy, where work is often virtual without the end exploiter physically present, it is important for employers to build in systems that reinforce employees awareness of whom they are helping. 6 As HR leaders work on processes and systems designed to improve motivation and performance, it is important to be cognizant of the issue of applied science and how it can create distance between employees and the end users of their work. Dr. Grant suggests that focus on the mission of the organization is one way to overcome the challenge of a virtual workplace and lack of direct interaction and is a successful strategy for creating the energy for motivation necessary to achieve high performance and quality of service.Leadership for Motivation To reach the hearts and minds of employees, leaders need to be authentic with an impelling vision. It is exceedingly important for a leader of any organization to communicate his or her vision always to ensure that there is no doubt about the direction a team is heading, says Ken Blanchard, world-ren knowledgeed management coach. He emphasizes One of the just about corrosive traits a leader can have today is arrogance playacting like youve got it together all the time. On the other hand, one of the most endearing qualities a leader can have is to be in touch with his or her vulnerability. Its that side of a leader that keeps the vision from crumbling under the pressure of circumstance. 7In addition, leaders need to connect the organizations vision and values to the employees day-to-day work and help them see how the work they do every day connects to the bigger picture. The 2009 cogitation Best Companies for Leadership conducted by Bloomberg BusinessWeek. com and the Hay aggroup reveals that leading companies were cogitate on leadership even during the recent economic downtown. This annual study ranks the best companies for leadership a nd examines how they develop leaders. The 2009 study found a put forward in what the top 20 leading organizations value regarding leadership.Specifically, the most value qualities in leaders are strategic thinking and inspiring leadership. In a press release, John Larrere, national director of Hay Groups Leadership and Talent Practice, and co-leader of the Best Companies for Leadership Study, stated For organizations to succeed, they forget need to understand what key leadership elements are paramount in driving their organizations toward ontogenesis. Its more than just getting people to form the right outcomes. Its about getting them to be passionate about their work and grooming them to handle the challenges ahead.The Best Companies for Leadership have forecast this out. According to this study, companies are now focusing their efforts on positioning for the future. To do so, 94% of the best companies have leadership development programs to enable employees to quit on goals /strategies, 90% provide all employees with the opportunity to develop and practice the capabilities needed to lead others, and 87% have a sufficient number of internal candidates ready to assume open leadership positions. In fact, 94% of the best companies actively manage a pool of successors for mission-critical roles, 83% vest a great deal in their people, and 80% promote growth opportunities.In addition, 95% use corporate social responsibility to stir employees, 66% have a high proportion of women in senior leadership, 91% make it easy for people to work from home, and 91% have an appreciation of global issues as a key job requirement. Finally, the best companies for leadership focus on employee engagement through commitment and arbitrary effort and on employee enablement, with optimized roles and a supportive environment, leading to financial success, customer satisfaction and employee performanceall to drive organizational performance.In todays economy, leaders need to be m indful of economic pressures when spirit for ways to motivate employees. Some organizations find cost-effective ways to provide opportunities through developmental assignments, where people can grow their skills in other areas to be ready for promotions when they may occur. A good manager get out need the time to consider ways to motivate employees, whether performance levels are good or need improvement. For the leader, it is beneficial to take a meter back and consider, on a personal level, what is motivating oneself.Important questions to bring are 1) what are your own values 2) what keeps you motivated 3) how are your own engagement levels 4) are you committed to the values of your company and 5) do you take pride in your work and in your organization? By taking the time to examine these questions and thoughtfully answer them, a leader can gain a refreshed and even enlightened viewpoint to perform betterboth for him/herself and for his or her staffand be able to better opt imize for improvement.By identifying three areas that need most attention, for example, a leader can develop a plan and put it into action. Employees need to have acknowledgment and respect and know that their contributions are valued. It cannot be stressed liberal how demotivating it can be when managers do not recognize, acknowledge or appraise employees and their hard work. Two strategies that can help motivate employees are 1) to provide training (including current job, new technologies and the ability to keep up with changes in the employees areas of expertise) and 2) promotional opportunities (promote from within).Positive and supportive leadership clearly makes the difference for an intermeshed and motivated workforce. In an interview with Hospitals and Health Networks, Jo Manion, R. N. , Ph. D. , points to the bottom line for hospital and patient care, as outlined in her book, The Engaged Workforce proven Strategies to Build a Positive Health Care Workforce. 12 Since exc ellent health care is critical for everyone at different points in life, employee motivation that results in excellent patient care is one example of motivation that all can relate to on personal and professional levels.