From The Beginning, The Scenario Depicted What One Believes

Employee motivation is, or at least must be, one of the key issues for directors, managers and personnel managers. The leader must be able to find the sensitive strings of his subordinates, which can be motivated by influencing them to achieve high performance. The correct use of motivation encourages staff to make more efficient use of their knowledge, skills, and talents. In today's turbulent, often chaotic environment, commercial success depends on the employee's talent and effort. Despite the many existing theories and practices, some of the motivation of leaders today remains a mystical term. This is partly due to the fact that people are motivated by different things and techniques.

And once a new person supported was taken on-board, the support service supervisor selects a team which would support the individual, and the support workers working in the team can report to any of the case managers. A support worker would report to one particular case manager for performance appraisal purpose, but can work on any of the teams under any of the case managers. Thus initially, this structure was successful, as it reduced the work load and burnout, by making the support workers spend less time on each case, thus accommodating vacations and sick coverage. But as the organization grew and more cases were taken on-board, it became more challenging as each support worker was working for many case managers and ended up working more hours, and support workers’ performance appraisal, scheduling was impacted. Thus this cross-reporting structure impacted the employees and organization. Multiple managers, conflicting policies and procedures, and contradictory loyalties can often lead to ineffective management. Conflicts may occur between team managers, who are forced to compete for the time of the individual team members and leads to operational inefficiency and increased costs.

In her imagination, good managers should motivate the team, that unfortunately didn’t work well in her case. Also, good managers should be the leader, with liking, worldly and collaborative mind-sets. A good manager should know team members, their need, and opportunities. A good manager should think strategically. But all of the conception that she had regarding being good manager failed, as she still acted from salesperson perspective, still focusing on her job performance and following regional managers instruction, some of them she was unable to accomplish due to her inexperience. A good manager should develop trust with her team and provide a friendly environment within the working groups.

“Motivating Employees” is a book about how employee motivation is driven by companies that invest and grow their employees. One of the most important traits of highly effective and successful companies is that employees are happy and have fun at work. Leadership is not assaulting your employees, but to lead your employees you need to motivate by using caring,

At a time when many companies experience a difficult economic situation, they have to cut costs by laying off workers, and worse if your employees decided to leave for other competitors. Losing a talented worker is costly and to replace your top employee’s knowledge, experience and customer relationships is not something as simple as ones might think. So why do good employees quit? Even with high wages or great benefit, employees can still depart from the company if they do not get along well with their managers. So in order to keep good employees on board, the managers play an important role in knowing and matching their workers’ needs. In what follows, I going to analyze the case study: “Why are we losing all our good people?” which is about a fictional firm called “Sambian Partners”; what's really the reasons that is driving talented people out of the company and offering some solution to help Sambian stop the talent drain.

Herzberg, et al (1959) proposed a theory known with the so-called “two-factor theory” or in other words known as “a two-hierarchy of needs,” namely first is motivators or satisfiers are higher needs for achievement or the individual’s need for self-actualization in his work. They are the job itself, recognition, achievement, responsibility, and advancement. These then play role to determine either the job satisfaction or job performance. Afterwards is hygiene or maintenance factors are believed to be lower order needs they are: supervision, interpersonal relations, working conditions, status, salary, and advancement. If these factors are well administered by any organization, they can prevent employees’ negative attitudes or employees’ dissatisfaction.

In every organization, there are guidelines that have to be followed in order to ensure that the firm is functioning well (Adeniyi, 2007). For a company to choose an effective management style it has to analyze what kind of leadership they have and the kind of product or service they are planning to offer, by doing this, it will help in recruiting reliable personnel. A company needs to evaluate its motivational skills in order to have the best working conditions that will help in increasing the staffs’ working spirit. This case study will be evaluating how two different coaches helped in shaping their immediate working organizations; it will be also discuss and answers the 5 given questions.

If an employee is highly motivated they will perform higher and if they perform higher this may lead to a sense of achievement and a higher motivation.

Intrinsic factors, such as achievement, recognition, the work itself, responsibility, advancement, and growth seem to be related to job satisfaction. When respondents questioned felt good about their work, they tended to attribute those factors to themselves. On the other hand, when they were dissatisfied, they tended to cite extrinsic factors such as company policy, administration and supervision. Herzberg deduced from these experiments that the opposite of satisfaction is not dissatisfaction, as was believed. He found that removing dissatisfying characteristics from a job does not necessarily make the job satisfying. He thus proposed a dual continuum, where the opposite of satisfaction would be no satisfaction and the opposite of dissatisfaction would be no dissatisfaction (Robbins,1993) According to Herzberg’s two-factor theory of motivation, organizations cannot begin to motivate employees until that which dissatisfies them has been removed. Hygiene Factors such as salary, working conditions and supervision are not motivators even when they are being met. Other types of hygiene factors include, company policy, poor interpersonal relations and job security. The meeting of lower-level needs of employees is not motivating, but can have a de motivating impact if not met. True motivation only kicks in when an employee’s higher-level needs are met (La Motta,

The Influencer starts by asking the questions, “Can I do what’s required? and Am I Motivated?” This starting point allows the influencer to assess whether the six-source model will be beneficial to the employees. On the other hand, the Three Signs model aspire leaders to engage their employees; therefore, benefitting the organization to build a culture of job fulfillment. This book asks managers to take a self-assessment, relating to anonymity, irrelevance and immeasurement. The Three Signs of a Miserable Job (2007) boasts the first step to reducing job misery lies in understanding the root causes of a miserable job (p. 220). Comparing the two books shows the benefits to leaders and their employees. Contrasting the two books will display noticeable differences in achieving their goals.

This theory of Herzberg has been applied by the management of Greyston to ensure that the employees are motivated to increase their productivity. The motivating factors that the enterprise uses include recognition and encouraging them to work as a team. The company has also incorporated team member excellence and happiness as a strategy for ensuring that the workers are motivated to work towards the achievement of organizational objectives. The hiring process is also unique in some way. For instance, the enterprise does not consider one's educational qualifications or social status during the recruitment process. Additionally, Greyston applies David McClelland’s needs theory of motivation. The organization achieves the needs of its workers by providing them with social services such as health and housing facilities (Leflar & Siegel, 2013). McClelland’s needs can be classified as achievement, power, or affiliation. Additionally, the management encourages teamwork and timely achievement of results. Their effectiveness and motivation can be achieved by meeting these needs, and the enterprise has incorporated them into its strategic planning

There are certain characteristics exhibited by the individuals in this nation that could be used for positive economic results. They exhibit a strong sense of self-interest, personal success, and power rather than a concern for others (Magun & Rudnev, 2010). Though it would be preferable for the average person to have more concern for others, the other attributes can be used for positive business purposes. The need for self-interest and personal success can cause the employee to exert maximum effort for their

Higher ambition leaders are those who see the organization in its totality, its possibilities and potential. Higher ambition leaders are able to communicate to all employees the ability of the organization to value financial and social values equally (Pierce & Newstrom, 2014, p.85). The following paper will discuss those attributes of a higher-ambition leader, compare and contrast higher-ambition leaders to leaders, and how this paper has influenced the development of this team’s personal leadership style.

The present marketplace is highly dynamic and has good prospects for managerial posts (Hutchison 2014). The business organisations that are operating in the present business environment need good and commanding managers to direct the workforce of their business. Considering this fact, I have ample opportunities in the present marketplace to become a successful manager in short term as well as senior manager in long run. The market is full for really workable managers those who have good degree of qualifications and other personal skills. With the use of these of my skills, I can exploit market opportunities that are crucial for being a successful manager in any of the business sector that has good growth prospects from career development point of view.

According to Herzberg, the factors leading to job satisfaction are distinctly different from those that lead to job-dissatisfaction. Therefore, the managers who seek to eliminate factors that create job-dissatisfaction can bring about peace at the workplace but cannot motivate the employees. These factors are termed as hygiene factors comprising administration, supervision, working conditions, salary and wages etc. While absence of hygiene factors will lead to dissatisfaction, mere presence of these factors will not satisfy (i.e. motivate) the employees. In order to motivate the employees, managers must resort to ‘motivators’ (those factors that motivate the employees towards better performance) such as recognition, challenging assignment, responsibility, opportunities for growth and self-fulfillment etc.