Task 1: Motivating Others
The project has a tight schedule. The success of Kristens team to be entrusted with the completion of the project is reliant on the reestablishment of clear goals including engaging Hybara about a realistic deadline and criteria for success. Following Maccobys (2010) 4Rs concepts of motivation, responsibility should occupy the forefront in making Kristen, and her team motivated. Therefore, as a manager, Tim needs to instil a commitment to Kristen by entrusting her with the responsibility of completing the project and build, empower and motivate a strong team behind her to assist in delivering the project within the proposed timeline. Entrusting Kristen and believing in her makes her feel motivated and develop a feeling that her role will be meaningful. As Herzberg (2017) suggests, the sense of meaningfulness in a position assist in job satisfaction. It is essential to encourage Kristen and let her know that Hybaras project is a rousing responsibility as it will develop and stretch her management skills (Green, 2017). Kristen as the new team leader needs to develop an intrinsic form of motivation such that the drive and stimuli to deliver will come from within her so that she will remain empowered to lead the team and make independent decisions. Tim must commit to being aware and open to Kristen teams needs such as communication with Hybara regarding the timeline and the necessity of extending it. Other than striving to gain commitment and feeling of job satisfaction among Kristen and her team, motivation will also come from Tim availing the necessary resources such as external support such as involving Alessandra, budget and time (Rozman & Treven, 2017). Finally, it is essential to follow Armstrong and Murlis (2010) reward management theory suggesting that the success and motivation of the team will demand the creation of a two-way communication channel, value and believe in Kristen and offer clear direction and leadership.
Task 2: Personal Motivation
An instance which I felt motivated to deliver at my best was when I was listed as among the top 20 well-performing employees with the reward of professional training and workshop. Such compensation was a form of career advancement to me, and a sign that my place of work was mindful of potential opportunities lie beyond, beneath and around what I seek in my career. Such an experience sustained a high level of motivation as it was an opportunity for accelerating the chances of career advancement. An instance that I felt demotivated was when I assisted a team of information technology (IT) within the company to complete a project but was unrecognized despite my immense support. The source of demotivation as the companys lack of recourse to recognize individual efforts. The critical lesson that I learned from the two experiences is that extrinsic and intrinsic motivation fulfil my expectations and needs from the workplace thus enabling my motivation. Robescu and Iancu (2017) and Deci and Gagne (2012) in their different studies approve the positive relationship between motivation and employee performance. Therefore, I realize that I become engaged and take pride in my work when an organization or its management acknowledge that my efforts have immense contribution to the success of the company notwithstanding the nature of my input. Whan management shows significant concern about my efforts; I become more fulfilled, satisfied and productive. According to Frey and Osterloch (2013), honour and recognition are the intrinsic sources of motivation while package benefits such as rewards and bonuses are the primary sources of motivation as they encourage me to work smarter and harder.
In my dream of leading a highly performing company in future, I want to be remembered as a champion, builder and enabler of a positive working environment where employees are motivated and determined to engage in the relentless pursuit of excellence.
BIBLIOGRAPHY Armstrong, M., & Murlis, H. (2010). Reward management: a handbook of remuneration strategy and practice. London: Kogan Page.
Deci, E., & Gagne, M. (2012). Self-determination theory and work motivation. Journal of Organizational Behavior, 26(6): 331-362.
Frey, B., & Osterloch, M. (2013). Succesful Managment by Motivation -Balancing Intrinsic and Extrinsic Incentives. Zurich: Springer.
Green, S. (2017). Is the Rookie Ready? Havard Business Review, 1(3): 1-18.
Herzberg, F. (2017). One More Time: How Do You Motivate Employees? Harvard Business Review, 1(1): 1-14.
Maccoby, M. (2010). The 4Rs of Motivation. Arlington: Industrial Research Institute.
Robescu, O., & Iancu, A.-G. (2017). The Effects of Motivation on Employees Performance in Organizations. Valahian Journal of Economic Studies, 7(2): 4-18.
Rozman, M., & Treven, S. (2017). Motivation and Satisfaction of Employees in the Workplace. The Journal of Society for Advancing Innovation and Research in Economy, 8(2): 10-25.
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