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MOTIVATIONAL PLAN




                     Motivational Plan

                      Katrina Le`Vere

                    University of Phoenix

                          LDR 531

                       March20, 2012
MOTIVATIONAL PLAN                                                                                  2


       When leaders show a positive attitude about a mission or project, workers show an

increased desire to perform and reach the goal. The challenge comes when a project has a long

duration of time to complete. For example, a team leader has a year to complete a project and she

needs ensure each member of the team contributes to help complete it. She has given the team

timelines and performance guidelines that need to be met, but the fact this project will last an

entire year has the team discouraged. Removing the team’s discouragement is the first task for

the team leader. Next is to increase the team’s motivation, job satisfaction, and performance

necessary to complete the long-term project. To accomplish this, the team leader must evaluate

motivational theories and strategies and develop an effective motivational plan.


       Long-term projects require organization and dedication, which is a challenge especially

when a leader has to motivate a discouraged team. Team members along with the team leader

feel the pressure of working a project that seems to have no end because a year is a long time.

The team leader realizes that the team’s success depends on the team’s commitment to this

project and the organization. She realizes establishing a positive relationship with the team will

improve their motivation but strong leadership will ensure the job gets done. She must empower

her teamby highlighting the significance of the project.Recognizing their different attitudes,

emotions, and personalities help to understand them on a personal level and assess their strengths

and weaknesses. The team leader must maintain her motivationand control to motivate her team

and produce results. Team members are more likely to give their full attention to the project

when they understand the purpose and their role.

       The team leader’s motivational plan starts with the two-factor theory proposed by

psychologist Frederick Herzberg(Robbins & Judge, 2011).The team’s response to the duration of

the project suggests there are intrinsic factors affecting their motivation like the feeling the
MOTIVATIONAL PLAN                                                                                 3


project is a waste of their time and energy (Robbins &Judge, 2011). Conducting a meeting with

her team began the process of accessing their discouragement andincreasing their morale.During

the meeting the team leaderoutlined the purpose of the project, the need to complete it and the

importance of their participation. She applied McClelland’s theory of needs realizing the team

was lacking the need to achieve. She began to break down the project into12phases with a

completion time for each phase. This would help remove the team’s discouragement by focusing

on completing phases over weeks and months instead of an entire year. She wrote a list of tasks

for each phaseon the meeting room board and applied the expectancy theory after a thorough

explanation of the tasks each team memberselected. Expectancy theory focuses on individual

effort, individual performance, organizational rewards, and personal goals(Robbins & Judge,

2011). The team leader wants to ensure each individual in the team understand his or her role and

responsibilities.Oncethey selected their tasks she solicited their input on completion timelines for

the tasks and conducted monthly review meetings to track progress and eliminate

procrastination(Robbins & Judge, 2011).She wanted to draw out their willingness,

ownership,and control by using the self-determination theory. The team leader required the team

to complete certain tasks individually as well as collectively tohelp the teamachieve competence

and develop positive connections with each other.

       During the monthly review meetings theteam leader applied the goal-setting theory by

providing feedback(Robbins & Judge, 2011).Goals need to be both specific and have a level of

difficulty to challenge the team individually (Motivation in Todays Workplace, 2010). She

realized the team willdo better when given feedback (in the form of counseling) on how well

they are progressing toward their goals because it identifies discrepancies between what they

have done and what they want to do. To increase their motivation she encouraged self-generating
MOTIVATIONAL PLAN                                                                                   4


feedback,which is a more powerful motivator than externally generated feedback. It provides an

opportunity for them to evaluate their own accomplishments and helps the team leader evaluate

the team member’s job satisfaction.Also during the monthly review meetingopenly

acknowledged team members who completed their tasks exceptionally and ahead of schedule.

She planned to have management recognize her team’s efforts at the project completion by

recommended a variable-pay programfor rewarding individual employees with bonuses, profit

sharing, merit-based pay, and employee stock ownership as an incentive forcontributionsto the

organization(Robbins & Judge, 2011).

       People are the most dynamic force in the workplace. A leader must demonstrate an

ability to lead, motivate, and problem while dealing with her personnel’s attitudes, personalities,

performance, job satisfaction, and individual values. The team leader’s approach to the situation

was empowering leadership by highlighting the significance of the work, providing participation

in the decision-making, conveying confidence that performance will be high, and removing

bureaucratic constraints (Zhang &Bartol, 2010). The leader’s motivational plan uses various

motivational theories and strategies to motivate her team to perform at his or her highest

potential. There is a belief that "motivation is the art of getting people to do what you want them

to do because they want to do it" (Dwight Eisenhower). This is essential in workers feeling and

taking ownership in the things they do on the job. Motivational theories employed in the

motivational plan were the two-factor theory, McClelland’s theory of need, expectancy theory,

self-determination theory, goal-setting theory,cognitive evaluation, and reinforcement.
MOTIVATIONAL PLAN                                                                              5


                                                References


Motivation in Today's Workplace: The Link to Performance.(2010).HRMagazine.(page55(7)).

Judge, T., Robbins, S. (2011). Organizational Behavior: Motivation concepts.(Fourteenth Edition

       Ed.).

Judge, T., Robbins, S. (2011). Organizational Behavior:Motivation: From concepts to

       applications.(Fourteenth Edition Ed.).

Yukl, G. (2010). Leadership in Organizations:Introduction: The nature of leadership.(Seventh

       Edition Ed.).

Zhang, X., Bartol, K. M. (2010). Linking Empowering Leadership and Employee Creativity: The
       influence of psychological empowerment, intrinsic motivation, and creative process

       engagement. Academy Of Management Journal, 53(1), 107-128.

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Motivational plan week 3

  • 1. MOTIVATIONAL PLAN Motivational Plan Katrina Le`Vere University of Phoenix LDR 531 March20, 2012
  • 2. MOTIVATIONAL PLAN 2 When leaders show a positive attitude about a mission or project, workers show an increased desire to perform and reach the goal. The challenge comes when a project has a long duration of time to complete. For example, a team leader has a year to complete a project and she needs ensure each member of the team contributes to help complete it. She has given the team timelines and performance guidelines that need to be met, but the fact this project will last an entire year has the team discouraged. Removing the team’s discouragement is the first task for the team leader. Next is to increase the team’s motivation, job satisfaction, and performance necessary to complete the long-term project. To accomplish this, the team leader must evaluate motivational theories and strategies and develop an effective motivational plan. Long-term projects require organization and dedication, which is a challenge especially when a leader has to motivate a discouraged team. Team members along with the team leader feel the pressure of working a project that seems to have no end because a year is a long time. The team leader realizes that the team’s success depends on the team’s commitment to this project and the organization. She realizes establishing a positive relationship with the team will improve their motivation but strong leadership will ensure the job gets done. She must empower her teamby highlighting the significance of the project.Recognizing their different attitudes, emotions, and personalities help to understand them on a personal level and assess their strengths and weaknesses. The team leader must maintain her motivationand control to motivate her team and produce results. Team members are more likely to give their full attention to the project when they understand the purpose and their role. The team leader’s motivational plan starts with the two-factor theory proposed by psychologist Frederick Herzberg(Robbins & Judge, 2011).The team’s response to the duration of the project suggests there are intrinsic factors affecting their motivation like the feeling the
  • 3. MOTIVATIONAL PLAN 3 project is a waste of their time and energy (Robbins &Judge, 2011). Conducting a meeting with her team began the process of accessing their discouragement andincreasing their morale.During the meeting the team leaderoutlined the purpose of the project, the need to complete it and the importance of their participation. She applied McClelland’s theory of needs realizing the team was lacking the need to achieve. She began to break down the project into12phases with a completion time for each phase. This would help remove the team’s discouragement by focusing on completing phases over weeks and months instead of an entire year. She wrote a list of tasks for each phaseon the meeting room board and applied the expectancy theory after a thorough explanation of the tasks each team memberselected. Expectancy theory focuses on individual effort, individual performance, organizational rewards, and personal goals(Robbins & Judge, 2011). The team leader wants to ensure each individual in the team understand his or her role and responsibilities.Oncethey selected their tasks she solicited their input on completion timelines for the tasks and conducted monthly review meetings to track progress and eliminate procrastination(Robbins & Judge, 2011).She wanted to draw out their willingness, ownership,and control by using the self-determination theory. The team leader required the team to complete certain tasks individually as well as collectively tohelp the teamachieve competence and develop positive connections with each other. During the monthly review meetings theteam leader applied the goal-setting theory by providing feedback(Robbins & Judge, 2011).Goals need to be both specific and have a level of difficulty to challenge the team individually (Motivation in Todays Workplace, 2010). She realized the team willdo better when given feedback (in the form of counseling) on how well they are progressing toward their goals because it identifies discrepancies between what they have done and what they want to do. To increase their motivation she encouraged self-generating
  • 4. MOTIVATIONAL PLAN 4 feedback,which is a more powerful motivator than externally generated feedback. It provides an opportunity for them to evaluate their own accomplishments and helps the team leader evaluate the team member’s job satisfaction.Also during the monthly review meetingopenly acknowledged team members who completed their tasks exceptionally and ahead of schedule. She planned to have management recognize her team’s efforts at the project completion by recommended a variable-pay programfor rewarding individual employees with bonuses, profit sharing, merit-based pay, and employee stock ownership as an incentive forcontributionsto the organization(Robbins & Judge, 2011). People are the most dynamic force in the workplace. A leader must demonstrate an ability to lead, motivate, and problem while dealing with her personnel’s attitudes, personalities, performance, job satisfaction, and individual values. The team leader’s approach to the situation was empowering leadership by highlighting the significance of the work, providing participation in the decision-making, conveying confidence that performance will be high, and removing bureaucratic constraints (Zhang &Bartol, 2010). The leader’s motivational plan uses various motivational theories and strategies to motivate her team to perform at his or her highest potential. There is a belief that "motivation is the art of getting people to do what you want them to do because they want to do it" (Dwight Eisenhower). This is essential in workers feeling and taking ownership in the things they do on the job. Motivational theories employed in the motivational plan were the two-factor theory, McClelland’s theory of need, expectancy theory, self-determination theory, goal-setting theory,cognitive evaluation, and reinforcement.
  • 5. MOTIVATIONAL PLAN 5 References Motivation in Today's Workplace: The Link to Performance.(2010).HRMagazine.(page55(7)). Judge, T., Robbins, S. (2011). Organizational Behavior: Motivation concepts.(Fourteenth Edition Ed.). Judge, T., Robbins, S. (2011). Organizational Behavior:Motivation: From concepts to applications.(Fourteenth Edition Ed.). Yukl, G. (2010). Leadership in Organizations:Introduction: The nature of leadership.(Seventh Edition Ed.). Zhang, X., Bartol, K. M. (2010). Linking Empowering Leadership and Employee Creativity: The influence of psychological empowerment, intrinsic motivation, and creative process engagement. Academy Of Management Journal, 53(1), 107-128.