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Running Head: Increasing motivation and improving teamwork success

 

Increasing motivation and improving teamwork success

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How to Increase Motivation

Motivation is an important factor that plays a very important role in enhancing efficiency and boosting productivity. Motivation drives people to perform their best in all the activities carried out by them. Lack of motivation hampers productivity and damages growth prospects. Managers and leaders are required to increase employee and team morale. They may use various means or incentives to increase motivation. This differs from person to person and from situation to situation.

Attending personal development workshops can increase personal motivation. Seminars, training programs or vocational courses can help people boost their personal levels of motivation. People are also advised to read or listen to inspirational material. This plays an important role in increasing their personal level of motivation. Another significant way by which people can increase their personal motivation is by associating with positive people.

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In order to achieve organizational goals and objectives, managers and team leaders are required to increase the morale of their employees and subordinates. They are advised to constantly stay in touch with their employees and improve modes of communication in order to facilitate adequate feedbacks. Appropriate allocation of authority and designation of responsibility also helps in increasing motivation level among employees. It is commonly seen that financial incentives and perquisites offered also prove to be the most effective motivational tools in the hands of employers. Recognizing talent and giving due praise when required also helps in boosting employee motivation.

A number of theories have been compiled keeping in mind human psychology. "Maslow's hierarchy of needs" and "McGregor's Theory X and Theory Y" are the most famous theories that have been developed. These theories have immensely helped in understanding human behavior. They have analyzed human wants, which has made it easier to develop new and improved means of motivating employees and individuals.

Managerial Actions for Increased Motivation

 As we stress in this article, motivation is achieved through different factors with different people. It is therefore important that you find out these factors for each employee which can be put into action once identified. The best way of identifying these factors is to issue an Employee Appraisal.

If your business has a small number of employees that you can supervise and control easily, then you will probably have an idea what motivates each person and therefore not have to use the appraisal process to determine such factors (although you should use one for other reasons that concern the performance of your employees). If your business does have a large number of employees that you cannot control at any one time, then you may decide to delegate the task of identifying motivational issues to assistant mangers or immediate supervisors of the employees, etc.

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Financial Incentives:  

  Increasing motivation through financial rewards is a method that is most common when businesses rely on the quantity of the output of employees. For those employees involved in production, you could issue a piece rate system where they are paid for each individual product they produce. In which case, they would be motivated to produce as much as possible in order to achieve a high pay: but ensure your quality control is effective to ensure customer focused areas are not traded-off for quantity. You could also introduce a commission payment scheme if your business relies on selling your product or services through the means of personal sales (telephone, door-to-door, etc).

You may even introduce fringe benefits instead of increasing wages or salaries such as company cars, private health, or interest-free loans from the business. These benefits are often valued higher than wage increases and can be less expensive for the business to provide.

Another financial incentive is the offer of a share of the company profits, say, 5%, which is split between your employees. This incentive can influence team working in the business but you may find that people benefit from other people's work if they do not pull their own weight to help increase efficiency. It can therefore be said that profit sharing does not encourage motivation in all employees although it is highly effective in businesses with few employees. This is because they know that their performance will make a difference and will be evidenced by an increase in the business profits.

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Non-financial Incentives: 

You may feel that money is not an effective motivator in your business although it may have some effect in the short term: your employees may also see factors aside from money as prime motivators. For whatever reason you decide that non-financial incentives are more effective in your business, there are many forms in which they can be given.

You can increase motivation by giving employees more responsibility so that they feel their contribution is more valuable to the business and that their role is of higher importance. Further, you can promise the chance of promotion if they reach a certain standard or target. We briefly introduced the process of appraisal which is a huge motivator to employees. This is because they will be recognized for the value they add (or do not add!) to the business by reviewing their progress and achievements over a certain period.
What is Team Work?  

Teamwork is the co-operative effort by a group of people to achieve a common goal. Achievement is usually measured by some kind of performance indicator (e.g.: customer satisfaction, sales growth).Teamwork is improved when the group changes their behavior so that performance improves. Rather, what is required is behavior that results in better team performance. The most guaranteed way of improving teamwork is to applying the principles of performance management to the group's behaviors. This involves these basic steps:

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Target Behaviors:

The target behaviors vary from team to team. For example, the behaviors that lead to success for the operations room of a nuclear power station are very different to those of a PR/advertising agency; the former needs to "go by the book", whilst the latter has to be continually creative.

One way to identify target teamwork behaviors is to complete the ITPQ(TM) (Ideal Team Profile Questionnaire(TM)) instrument. This can be completed by the team, peer groups, staff, customers, senior management and others to provide a wide range of views of what would make the team successful. This information enables the team to:

Identify and manage conflicting expectations of them between, say, management and customers.

Take a wide perspective when setting behavioral goals for themselves, which should improve the quality of those goals.
Facilitate a dialogue within the team and with others outside the team on how to improve performance.

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Current Behaviors

Current behaviors may be influenced by factors, such as:

The organizational culture
The preferences of team members
Current circumstances
Feedback from people outside the team
And many other factors
One way to identify current behaviors is to complete the MTR-i(TM) (Management Team Roles - indicator(TM)) instrument. This is completed by the individuals within the team, and it identifies the roles they are currently performing which can be aggregated to show the collective team behaviors.

Gap Analysis

Once the target and current behaviors have been identified, the team needs to work out how to change their current behaviors to be more in line with the target. This involves assessing the behavioral gap and producing an action plan for the team to implement. For example Severn Trent Water Ltd is the largest business within Severn Trent Plc, a FTSE 100 environmental services group. They provide products and services worldwide, employ over 4,700 people, and have a turnover approaching £1 billion. Since privatization they have invested over £5.7 billion to improve resources, quality and services.

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An entrepreneurial business that serves millions...

The worlds fourth largest privately owned water company, they provide water and waste services to over eight million domestic customers across nine counties in England and Wales. Their business has been built upon the kind of innovation and entrepreneurial flair that has seen us go from strength to strength. What's more, Severn Trent Water is exceptionally diverse. They provide customer management solutions for blue-chip customers as well as a portfolio of telecommunications, energy and insurance products for domestic and SME customers.

...and helps to protect the environment.

They believe that environmental leadership and commercial success can go hand in hand and in everything they do, they help to create a sustainable environment for the people they serve. They care about the community and environment they work within and are committed to a programmer of education, investment and recycling.

Graduate training and profiles:

Their Graduate Development Programmer will enable you to develop skills within your chosen specialty or career. Most importantly, it will prepare you for a future as a leader within their business. And, to fuel your progression, you'll be encouraged to study towards a professional qualification, for which you will receive full support.

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Their Graduate Development Programmer offers graduates personal and business skills training, including commercial awareness. You'll also learn how to transfer your academic skills into the workplace. Team working and interpersonal skills development are considered key to your future, and the programmer continually aims to build on these areas through team and individual assignments.
Severn Trent Water is committed to investing in its people through ongoing development. It means that when you finish the Graduate Development Programme you'll only just be starting the next phase in your development. After the first year, promotion is based on merit and performance and, within three to five years, they would expect graduates to have attained a senior professional or managerial position.

They look for graduates who have recently achieved or expect to achieve in a wide variety of disciplines. So that they can bring a strong commercial flair, genuine drive and ambition, and the commitment it will take to become a renowned business leader.

     An article in a paper presents the development of a continuous improvement process for the customer relations department at Severn Trent Water in the UK. In-company research was carried out to identify the main barriers to continuous improvement in the areas of leadership, training, communication, motivation, teamwork, and change management. The study concluded that the company should develop an organizational culture and management style to support continuous improvement of daily working processes, and that change should be managed against the achievement of appropriate quality targets. A continuous improvement process was developed based on a structured problem-solving model incorporating the application of established quality tools, to be applied by problem solving teams from the customer relations department. It was recommended that the team members should be trained in the problem solving process, and the related quality tools and techniques. Also, management should lead and support this approach by concentrating on team (rather than individual) performance achievement.

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Where Managers Drive Skill Improvements

Most companies don't have the time or resources to train their employees in generic skills. They need employees who have critical knowledge and skills that apply to their current business needs. Katzenbach Partners worked with a large pharmaceutical company to develop and implement a strategy-driven training philosophy and approach, including several specific programs that fit the company's core business requirements.

The pharmaceutical industry is a knowledge-intensive business; disseminating knowledge among company employees needed to be a priority. Katzenbach Partners helped this company to back up that priority by directly involving the company's line managers in the training process, providing innovative tools, and recognizing training as a career-spanning process.

The effectiveness of this training system is primarily based on its relevance and applicability to day-to-day work. It is focused on the critical knowledge and skills employees need to be successful. The success of the approach is underscored by the fact that this company's large sales figures are accompanied by accolades for the training and quality of its workforce.

Top-Level Participation: VPs often participate in training—even modules that cover basic orientation information—by launching an event or sending a videotaped message, as a way to demonstrate the company's dedication to training. And team leaders, as stated above, play an integral role in identifying employee needs and developing training programs.

Performance Reviews: The performance review process ensures that employees retain the skills learned in training. Promotions depend on progress and "stretching" to higher levels. Line managers "buy in" to the importance of continuous progress: annual written reviews and performance discussions include written and verbal feedback, and managers also give each of their employees at least one mid-year performance review.

Personalized Goals: Once strategic goals are set and approved, line managers help adapt them to the individual level, focusing on the skills and behavior employees will need to build in order to meet expectations. Performance reviews are based on a set of goals: individual (such as developing a program to notch a specific achievement), team (such as sales targets), and organizational (such as group financial performance), which must be aligned. Managers' role in integrating personal and organizational goals elevates the status of individual development and reinforces the importance of building skills.

Conclusion

The success of its system depends on the ongoing participation of team leaders who both understand the practical needs and are able to monitor results.

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References

www.severntrent.com/aboutus/

www.graduate-jobs.com/gj/training_scheme/severn_trent_water_graduate-jobs/index.jsp -
www.emeraldinsight.com/.../EmeraldFullTextArticle/Articles/1060140502.html

www.emeraldinsight.com/Insight/html/Output/Published/EmeraldFullTextArticle/Pdf/1060140502.pdf

How to Improve Teamwork www.teamtechnology.co.uk/teamwork.html

How to increase Motivation by Richard Romando

How can you increase Employee Motivation www.bizhelp24.com/employment-and-personal-development/motivation-in-the-workplace-8.html
 
 


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