Team and Motivation


Teamand Motivation

Teamand Motivation

Organizationsdepend on the quality and productivity of human resources to achievetheir short-term and long-term goals. The most fundamental goal fororganizations is to improve the overall performance, the value offirm, and profitability. These three aspects are only achievablethrough a sense of teamwork in a motivated workforce. Once theworkforce is motivated, employees will work with zeal and with therequired pace. They also increase on what is obtainable in the firm.Their desire contribute to the prosperity of the organizationemanates from the motivation that they get for their handwork,creativity, and a yearning to innovate. There six vital elements thatconstitute the framework of employee motivation in any organization.They include (Bower, 2006):

Purpose:organizations must strive to ensure that the employee’s purpose isconcordant with the goals of the organizations. It serves to avoid asituation where the two purposes lead to conflict.

Expectations:Employee expectations emanate from working communication mechanismsthat inform employees about everything that the organization expectsof them. Efficient and effective communication motivates employees.Expectations that are well-communicated promote the manner in whichemployees sustain efforts to attain the desired results. Effectivecommunication includes listening to what employees disclose asbarriers to their performance.

Competence:Organizations can create competence by creating opportunities foremployees to showcase their potential. Having opportunities tochallenge causes growth and development of skills. Competencyopportunities should not be the cause of frustration especially whenemployees realize that they do not get anything out of theircompetency.

Feedback: organizations that have an affective roadmap that facilitates timelyfeedback end up motivating their employees. Feedback plays a pivotalrole in influencing good performance, instilling confidence, andprompting sustained effort from employees. Feedback is, therefore,specific, objective, and accurate. It should be focused oninfluencing the behavior of the employee.

Support:Support is offered by supervisors. Supervisors are crucial tocreating a motivated workforce no matter the motivation strategies inplace (De Vries, Van den &amp de Ridder, 2006). The workingrelationship between the workforce and supervisors in differentdepartments determines the success of motivational techniques. If therelationship is not positive, the techniques and strategies adoptedto motivate staff are futile.

Rewards:These are incentives that symbolize the appreciations and recognitionof employee efforts by the organization. The rewards must influencethe behavior of employees so that work smarter to achieve personaland collective goals.

Therelevant motivation theory that support the motivation plan

TheHerzberg’s two-factor theory is relevant for a small manufacturingcompany such as this. The theory focuses on two motivationalfactors: motivators and hygienes (Lundberg, Gudmundson, &ampAndersson, 2009). Motivators are the intrinsic factors that seek toencourage the employees. They include: job satisfaction, achievement,and recognition. Hygienes are extrinsic factors meet the, materialneeds of employees. They include: pay and job security. The theoryclassifies factors that must be present for employees to have jobsatisfaction. The factors are related to the job environment.Extrinsic factors affect employee satisfaction with the job becausethey have to do with job itself. Hygiene factors are: supervision,the working conditions, organizational policies and administration,money, status, and job security, and inter-personal relations amongemployees.

Intrinsicfactors, on the other hand, motivate the employees to superiorperformance and effort. The factors have to do with the content ofwork. They motivate growth and development of employees. They includefactors: achievement, increased responsibility, recognition ofachievements and growth and development of employees.

Threeways to motivate minimum wage workers

Minimumwage workers are those workers who earn the lowest paid workersaccording the federal level(Newstrom &amp Davis, 2006).The earnings are not enough to sustain their needs. Thus, themotivation they entail hygiene factors in the Herzberg’s two-factortheory that seek to meet the material needs of employees. Theyinclude job security, increased pay, and favorable workingconditions. Minimum wage workers should be assured of the continuityof their jobs so that they give their best on their duties.Increasing their pay above the federal minimum also encourages themto gain the dignity of their work. Favorable working conditionsthrough ensuring that supervisors have good inter-personal relationswith workers motivate them to work.

Howcommunication, attitudes, behaviors, and culture affect teamperformance

Culture,attitudes, and behaviors affect the outcomes of all the activities ofa team both positively and negatively (Kirkman &amp Shapiro, 2007).For example culture, believes, and attitudes that are different fromthe team’s strategy would cause lack of loyalty, absence ofmotivation among team mates, and high turnover in case the group isengaged in commercial activities. Teams that align their beliefscultures and attitudes to the strategy of the team impart a sense ofpride and purpose in team mates (Matveev &amp Nelson, 2004). Whenteam mates are motivated, they tend to produce more for theircollective benefit. Teams that perform well often consider differentcultures as a basis of designing their strategy. They, therefore,create an internal culture that supports team mates in realizingthose goals. Although team mates may come from different culturalbackgrounds, they should be aligned to shared beliefs inculcated intheir team.


Bower,J. L. (2006). Managingthe resource allocation process: A study of corporate planning andinvestment(Vol. 3). Harvard Business Press.

DeVries, R. E., Van den Hooff, B., &amp de Ridder, J. A. (2006).Explaining knowledge sharing the role of team communication styles,job satisfaction, and performance beliefs. CommunicationResearch,33(2),115-135.

Kirkman,B. L., &amp Shapiro, D. L. (2007). The impact of cultural values onemployee resistance to teams: Toward a model of globalizedself-managing work team effectiveness. Academyof Management Review,22(3),730-757.

Lundberg,C., Gudmundson, A., &amp Andersson, T. D. (2009). Herzberg`sTwo-Factor Theory of work motivation tested empirically on seasonalworkers in hospitality and tourism. TourismManagement,30(6),890-899.

Matveev,A. V., &amp Nelson, P. E. (2004). Cross cultural communicationcompetence and multicultural team performance perceptions of Americanand Russian managers. InternationalJournal of Cross Cultural Management,4(2),253-270.

Newstrom,J. W., &amp Davis, K. (2006). Humanbehavior at work.New York. McGraw-Hill.

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