Motivation in the workplace

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Business Finance

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Scenario: The vice president (VP) of marketing has hired you as the leader whose first task involves implementing a new process for applying customer service within the organization. The VP shares that the purpose of this initiative is to help resolve a list of issues that are negatively infecting teamwork: (1) morale is low, (2) employees are consistently late for work while others leave early, (3) workers disagree on the daily workload, (4) there is no drive or enthusiasm, and (5) above all, two employees have complained about harassment. Your team consists of eight employees: three are newly hired employees, five employees are male and three are female. Each employee has a diverse background. Your charge is to reach the goal of improving customer service by directing the team through the five stages of team development. After reading the scenario, write a minimum three-page paper by using the following questions as guidelines:

1. Motivation: What is the current state of motivation for employees, and what can you do to improve their motivation?

2. Leadership: What can leadership personnel do to positively impact teamwork that eventually leads to better customer service?

3. Resolving conflict: How can the employees approach resolving conflicts with one another in order to maintain a positive teamwork dynamic?

4. Resolving conflict: How can the employees approach resolving conflicts with customers? 5. Teamwork: What types of activities would help the team progress through the five stages of team development? (The stages are as follows, Forming stage, Sorming stage- some members begin to have conflicts with other members, Norming stage- When team members accept the others for who they are, Performing stage- members begin to work together, Adjourning stage- once the team has completed the task.) Also, be sure your paper fulfills the following requirements:  The body of the paper consists of at least three pages.  The format of your paper follows APA style. Click here to access the CSU Citation Guide. A sample research paper that has been formatted in APA style starts on page 20 of the guide.  Properly cite one reference (e.g., Attached below!) that you located from the university’s online library.  Properly cite two references (e.g., article, webpage) that you located from reputable sources (e.g., online library or reputable webpages).  Properly cite your textbook within the paper


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Motivation done right: motivation science provides alternatives to outdated approaches to workplace motivation Susan Fowler 69.12 (Dec. 2015): p76. Copyright: COPYRIGHT 2015 Association for Talent Development (ATD) https://www.td.org/Publications/Magazines/TD/About-TD Managers are being held accountable for something they cannot do: motivate people. Despite elaborate attempts to engage, entice, cheer, praise, bribe, challenge, shame, pressure, or game people into sustained high-quality performance, organizations are still faced with an underused, under-performing, and disengaged workforce-and employees who might leave if they had a place to go. Even if, based on your experience, you think this is an overstatement, you still can probably agree that most leaders have not cracked the code for optimizing people's potential. Traditional motivation approaches are failing. It is time to put the science of motivation to work and embrace alternative approaches to workplace motivation. What it is According to Merriam-Webster, motivation is "the condition of being eager to act or work." Motivation is at the heart of everything employees do-or don't do, as the case may be-yet it is one of the most misunderstood concepts in leadership. Without an understanding of the true nature of human motivation, organizations are wasting millions on employee engagement initiatives, reward and recognition schemes, retention programs, customer service programs, and performance management systems. Worse still, organizations are losing opportunities for generating creativity, innovation, and a thriving workplace. It doesn't have to be this way. How it works People with optimal motivational outlooks are significantly more likely to have five intentions characteristic of employee work passion: to stay, endorse the organization, use discretionary effort on behalf of the organization, use citizenship behaviors, and perform at above-expected standards. Guidelines Building on the wealth of evidence from motivation science, we can implement pragmatic training and development solutions-if HR and senior-level executives have the expertise, patience, and courage to take advantage of them. Don't get trapped in the intrinsic versus extrinsic motivation duality. Knowing about motivation science is different from applying it. As often happens, early attempts to explain science reduce it to easily digestible nuggets as a way to call attention to a new paradigm-for example, intrinsic versus extrinsic motivation. This compelling research resonates with many HR professionals. Leaders gravitate to the idea of an intrinsically motivated workforce. But this seemingly simple concept proves to be impossible to put into daily practice. Realistically, how often during the day are people intrinsically motivated at work? How frequently are they experiencing pure enjoyment for what they are doing? (Probably not often.) An intrinsically motivating job is an elusive reality and unfair expectation. It remains a philosophical ideal rather than an institutionalized best practice. Eventually executives discount the "new stuff' and revert to the devil they know-traditional motivation, rejecting the promises of a new paradigm. We need to encourage executives to go beyond simplistic explanations of complex science, recognize the rich and profound nature of human motivation, and invest the time to explore and develop best practices that promise realistic alternatives to traditional motivation. There is a spectrum of motivation possibilities, not just two. Science reveals six motivational outlooks that people might experience at work every day. Three are optimal motivational outlooks-aligned, integrated, and inherent-resulting in the positive implications of intrinsic motivation and, in two cases, delivering potentially greater benefits. Three are suboptimal motivational outlooksdisinterested, external, and imposed-resulting in the negative implications of extrinsic motivation. Even researchers who put intrinsic motivation on the map argue that selfidentifying with an activity, deriving a deep sense of purpose, and satisfying three psychological needs for autonomy, relatedness, and competence, can result in the same benefits of pure intrinsic motivation. In fact, aligned or integrated motivational outlooks based on values and purpose often result in healthier and more sustainable experiences than pure, intrinsic enjoyment. Stop beating your people with carrots. The quality of energy unleashed when employees are optimally motivated through mindfulness, values, purpose, and joy is different from the energy generated through rewards, incentives, power, status, image, shame, guilt, or fear of disappointing others (or oneself). Beating people with sticks and bribing them with carrots undermine the autonomy, relatedness, and competence needed for optimal motivation. Ironically, the often well-intentioned carrots become sticks when people feel pressured to perform for the carrot ("I have to make my numbers so I can go on the sales reward trip"). Motivation is a skill. People can experience high-quality motivation anytime and anywhere they choose. After 15 years of applying the science of motivation globally, we have demonstrated that motivation is a skill that can be taught, learned, nurtured, and sustained. People can learn to identify their motivational outlook, shift to a more optimal motivational outlook, and reflect on their feelings that sustain the positive energy, vitality, and sense of well-being that comes from high-quality motivation. Motivating people doesn't work because people already are motivated. People are always motivated, but not always in optimal ways. The question is not if a person is motivated, the question is why. When leaders focus on the quality of people's motivation and identify the type of motivation they have, they can help facilitate the person's shift to a more optimal motivational outlook. Leaders cannot motivate anyone, but through best practices, they can help people shift to an optimal motivational outlook. Results Primary research conducted by The Ken Blanchard Companies found that people experiencing suboptimal motivational outlooks have significantly high negative correlations with the five intentions mentioned earlier: to stay, endorse the organization, use discretionary effort on behalf of the organization, use citizenship behaviors, and perform at above-expected standards. Optimal motivation fuels employee work passion. Suboptimal motivation fuels disengagement. With expertise, patience, and courage we can get to the other side of complexity and reap the rewards of optimal motivation. Motivating people doesn't work, but teaching motivation as a skill and applying best practices to create workplaces where people are more likely to experience optimal motivation, yields the results executives seek while helping people flourish. CHECKLIST Applying Motivation Leaders and individuals who apply the skill of motivation: [] satisfy personal concerns during major change initiatives [] reframe goals to relieve the pressure generated through metrics and competition [] demonstrate enhanced creativity and innovation [] willingly observe safety precautions and standards [] discuss feelings in a relevant, safe, and productive way [] don't depend on tangible or intangible rewards for their motivation [] achieve high-quality and sustainable results while flourishing RESOURCES Fowler, S. 2014. Why Motivating People Doesn't Work ... and What Does. San Francisco: Berrett-Koehler Publishers. Gagne, M. 2014. The Oxford Handbook of Work Engagement, Motivation, and Self-Determination Theory. New York: Oxford University Press. Self-Determination Theory, www.selfdeterminationtheory.org. Susan Fowler is a consultant, trainer, and coach. She also is author of Why Motivating Employees Doesn't Work ... And What Does; susan@susanfowler.com. Source Citation (MLA 8th Edition) Fowler, Susan. "Motivation done right: motivation science provides alternatives to outdated approaches to workplace motivation." TD Magazine, Dec. 2015, p. 76. Academic OneFile, go.galegroup.com/ps/i.do?p=AONE&sw=w&u=oran95108&v=2.1&id=GALE%7C A444137529&it=r&asid=0045346b9cac5a9e50dce60f2f649250. Accessed 14 May 2017.
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Running head: IMPROVING CUSTOMER SERVICE

Improving Customer Service
Institution Affiliation
Date

1

IMPROVING CUSTOMER SERVICE

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Introduction
For an organization to fully reach its maximum potential, it is essential for the company
to have a competitive business strategy to enable it to compete with other companies and also
have clear goals. With the company setting clear goals, it will enable the employees to know
what they are expected to do for the organization to full reach its maximum profit (Kouzes,
2017). For the company to attain maximum efficiency, it needs a human resource professional or
a manager who will set policies, processes, and programs which will manage the employees in
the workplace to work effectively without any barriers. The human resource professionals play a
crucial role in the company as they identify the barriers in the workplace, develop the business
plan, training the employees, motivate and improve the services given to customers by
employees.
Improving the motivation of the employees
Employee’s inspiration in a company is crucial to working with employees who are
motivated will assist the organization to attain its goals which are a key objective in the business
plan (Fowler, 2014).

In the current situation, the employees are not motivated as their

enthusiasm is low, they arrive late at the workplace, and some leave early at their own free will.
They are not able to complete workload given to them, and in addition, the...


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