Organisational Behavour

1. Zaman University
Praise Motivation in the Workplace
Phanara Mao
Instructor: Neil Walsh
Organizational Behaviors - BUS 211
December 20th
, 2013

2. Organizational Behavior - BUS 211 Section 1 Zaman University, 2013
Motivation in the Workplaces
Motivation is the most-often researched, asked and used topics in the workplaces
typically by many graduated post-graduate students and also have been being used by all
level of managers and leader across the globe. Specifically, motivation is considered as a
significant component of organizations. And it has also been developed by many prominent
managers, leaders, and psychologists to be more viable in aim of maintaining to the dynamic
world today. Also, it is now in the globalization era which includes diversity of employment
level according to their differences such as; race, ethnicity, religion, education, status, sexual
orientation, and disability of employees. So, it is questionable to be asked by everyone in
today world whether what kinds of potential motivation can efficiently drive, encourage, and
inspire employees or subordinates in such a progressive environment these days are. Well,
this question is only seemed to be answered by many successive researchers, CEOs, and
leaders. Scientifically, they have discovered many common key terms of praising motivation
more efficiently in workplaces, for example; direct verbal encouragement, recognition,
accomplishment, job enrichment, telecommuting, flexible timetable, variable pay, and
inclusion and empowerment in the organizations around the world.
Firstly, direct verbal encouragement is a most common way of praising motivation in
organization today. Truly example; so many people are using it in everyday life such as;
“well done, good job, great, and so on”. These phrases are driving some people to take further
actions more intensively, and also increase individuals’ performances and productivities.
Additionally, organization would be more prosperous due to generating higher quality both
tangible and intangible products, and deriving outcome as well for the organizations.
Therefore, praising motivation is not only referred to financial reward or extrinsic reward, but
non-financial or intrinsic motivations are also required to derive employees’ effectiveness.
Secondly, recognition is also considered as one of the necessary components in
imposing motivation to employees or subordinates. Maslow argued
(My.safaribooksonline.com, 2013) that people orderly satisfied by five ordered needs such as
physiological needs, security needs, social needs, esteem needs, and self-actualization.
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3. Organizational Behavior - BUS 211 Section 1 Zaman University, 2013
Specifically, the third-ordered need is social needs, which is related to recognition and
dealing with acceptance, affection, belongingness and friendship. Human beings always think
differently according to their working condition and external factors, so managers and CEOs
need to satisfy their initial needs to meet targeting organizational objectives potentially and
off course further increase their efficiencies. Sometime recognition may include monetary
rearward. It can be an additional incentive travel packages for their vacation days, or
extracurricular activities in somewhere else around. This kind of activities has several
advantages both employees and employers. In term of motivation, the staff feel encouraging
by their employers, they can get stress out, and feeling as part of the organization. To
employers, they could attain beneficial popularities in society, keeping and attracting talented
employees. So, recognition is not only a crucial contributor to employers, but it is also
considered as a potential motivator to the organizations.
Thirdly, accomplishment is an only one component of building self-esteem. Maslow
stated (Robbins & Judge 2012) that after employees are satisfied orderly by physiological
needs, security needs, and social needs and therefore employees need to satisfy the fourth
needs, self-esteem. Throughout intrinsic motivation, accomplishment could be fulfilled in
almost position by driving feeling of greatness to attain a specific goal. For instance;
providing conditioning remote control and computers to all instructors in a university could
drive instructors’ emotions of accomplishing and helping them to provide knowledge to
university students progressively and much faster. Just an instructor can feel pride when
helping the student to sustain their further education intensively. So, the university presidents
can impose intrinsic motivation by posting positive accomplishment to derive instructors’
willingness. For the staffs who are motivated by the feeling of accomplishment and
promotion, more often a phrase “thank you” can actually be an influential reward for them.
Additionally, some employees are strongly motivated by status rather than awarded. Actually,
some employees find inspiration and encouragement at seeing their names recognized as
outperformers in the area and a title that require to put the effort hardly to deserve a high
certain level of recognition to proof that they deserve a better job and promoted in
organization.
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4. Organizational Behavior - BUS 211 Section 1 Zaman University, 2013
Fourthly, job enrichment is also critically considered as a factor of praising
motivation more effectively in workplaces. Frederick Herzberg argued (Robbins & Judge
2012) that job enrichment is a viable method in increasing degree to which employees control
the planning, execution, and evaluation of their works. An enriched job allocates the tasks for
employees to complete their works, reduce employees’ pressures to a further degree of
independent, increasing individuals and teams’ duties, and thus employees could assess and
allocate their performances. For example; suppose that a teller in a bank is providing an
opportunity in training and working as part of strategizing marketer for in a bank, usually
he/she always responsible for answering phone calls, making phone calls, and providing
initial information to customers and their co-workers, but if he/she can expand their ability,
and experiences of maintaining and keeping the customer flow by using many different
strategies, they may get promotion to be in the higher position if he/she has done well, or they
may stress out sometimes of doing repetitive tasks. Analytically, job enrichment could
motivate employees to keep focused, and productive. Furthermore, it allows employees to
experience in a different department to be familiar how production varies shift to shift more
effectively and efficiently. Interestingly, it benefits to peer relationship among employees to
employees and employees to managers from different sector. Incidentally, employees are able
to learn and understand different approaches from the managers, and talented employees have
more opportunity to be seen in return of raising salary, commission, and bonuses or special
promotion in and on time for performing at peak levels for a variety of supervisors.
Therefore, job enrichment is critically considered as a crucial motivator in this form.
Interestingly, telecommuting is now become more common term to be considered as
one way of motivating employees in many organizations across the globe. Many people now
are facing difficulties in commuting to work because the workplaces are far away from their
home, or they have babies to take care, or they find wasting time on commuting, or they have
to spend more on commuting, or they are struggling because of trafficking obstacles, or they
feel unsecured while commuting in specific areas and specific times. Therefore, the managers
need to understand and provide employees suitable choices to maintain employees’ risks,
expenses, and psychological satisfaction. For example; an influential female-pregnant junior
marketing officer whose home located far away from the organization should be provided a
very special condition in the workplace; the reason number one is her human manager
realizes that she is pregnant, so it is not easy for her to commute; the second reason is her
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5. Organizational Behavior - BUS 211 Section 1 Zaman University, 2013
home is far away, so it takes a long time in commuting to work; thirdly it costs a lot for her to
commute because she is pregnant, so she will need to commute safely even less speeding in
commuting; fourth reason is, in order to secure her pregnancy, she is not supposed to move
frequently; the fifth reason, to secure her pregnancy and save her energy she is not supposed
to meet many customers; the last reason is her human resource manager doesn’t want to lose
customers, and productive staff like her, then takes time and costs money to find and recruit
other staff. So, her influential human resource manager decides to provide her 20-hour
working in the office and 20-hour working at home. Imagine the results; when she is
recovered from raising her child, she could come to work as usual, so the organization
benefits fewer turnovers; furthermore, she is being motivated well in this organization. In
brief, the manger uses telecommuting as a tool to motivate his/her employees more
effectively.
Flexible timetable has been more popular in using as a motivator in workplaces
around the world. For instance; a 40-hour-and-five-day-per-week work can be divided as ten
hours per day and four days a week, so employees can take one day further off for their
enjoyable activities. Strategically, it can be allocated thousands of combination as employees’
prefers or bosses’ fallowness. In short, flexible schedule can be effective strategies for
managers.
One common motivator used is variable pay, which is popular especially in poor and
developing countries around the world. Maslow argued (Robbins & Judge 2012) that the first
needs that a manager should provide employees is variable pay in term of commission, or
bonuses, or paying off-the-job training in a prestigious institution. Psychologically, most
people are encouraged potentially if they are rewarded in the form of this. For example, a
multi-national company provides payment for one year of-the-job training for master degree
in England, or German. This is cost much money, so it also benefits the company as well
because the workers can either further their knowledge or enjoying long vacation in
wonderful places. Resulting of this is a potential motivation for employees while are given
intangible and internal resource for their future growth and facing promotion and higher pay.
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6. Organizational Behavior - BUS 211 Section 1 Zaman University, 2013
The last common motivation is inclusion and empowerment staff in the organization.
McClelland argued (Robbins & Judge 2012) that employees need three basic motivations,
which affiliation and empowerments are included. People are motivated when they feel as
part of the team and are given power to make many decisions freely while purpose is
boosting productivities and reputing organization. Therefore, once the employees are given
power and feeling involved organization, both organization and employees are benefited
strategically.
According to all of these clarifications, praising motivation could be done accordingly
by the CEOs, managers and leaders in purpose of using a crucial tool for boosting
productivities, and outcome for all workplaces in the world. In conclusion, motivation,
inspiration, encouragement, and inducement to employees can be critically directed by verbal
encouragement, recognition, accomplishment, job enrichment, telecommuting, flexible
timetable, variable pay, and inclusion and empowerment, as a most-often-occurred motivator
praised in the organization across the globe widely.
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7. Organizational Behavior - BUS 211 Section 1 Zaman University, 2013
References
21 Success Sutras for Leaders > 13. Deal With People ... (n.d.). Retrieved from
http://my.safaribooksonline.com/book/-/9789332510456/13dot-deal-with-people-
differently/head_000099_xhtml
Related materials. (n.d.). frederick herzberg motivational theory, motivators and hygiene
factors, free herzberg diagrams. Retrieved December 19, 2013, from
http://www.businessballs.com/herzberg.htm
Robbins, S. P., & Judges, T. A. (2012). Essentials of Organisational Behavour (11 ed.).
Westford: Peason Longman.
Types of Job Enrichment. (n.d.). Small Business. Retrieved December 21, 2013, from
http://smallbusiness.chron.com/types-job-enrichment-10770.html
Herzberg s Motivation Theory - Research Papers - Andygourley. (n.d.). Retrieved from
http://www.studymode.com/essays/Herzberg's-Motivation-Theory-427083.html
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