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In your experience, what have you seen in the field of motivation, whether you were an observer, a
person trying to motivate others, or a person being motivated.
Was the motivational process successful or not? If so why,if not why not?
Use the theories presented in the text as you describe the processes used in your motivation
experience.
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Annisse Murillo
:
Monday
I have been very lucky to work for organizations that are very cognizant of the importance of
keeping their employees motivated. I have also been lucky to work with people who have very
positive attitudes and are very aware of the importance of keeping not only themselves motivated,
but one another.
An example of a motivational process that occurred in one of the places I've worked was called the
"Teacher of the Day" award. This award was announced at the end of each day at the music camp
that I worked for and it was a card that the students filled out about their personal days and what
things made their day good, what they learned, what they found the most fun/effective, etc. At the
end of each card, the students got to choose an instructor or class that impacted them the most
that day and at the end of the day that teacher that received the most "votes" was announced and
they received some type of gift card. Some days it was a movie theatre gift card, some days it was a
restaurant gift card, but at the end of the day, that part hardly mattered to most of us. I definitely
see this theory as a sort of mix between an intrinsic reward and an extrinsic reward. Yes, you get the
gift card, and all of them were to some really great/nice places, but once all the cards are counted,
all of the instructors receive the cards that were mostly dedicated to them. That was such a
beautiful token to receive every day, whether or not you "won" the gift card. Personally, I did win a
few times throughout the program, but honestly, the best part was seeing my impact on the
children, and that motivated me to come in every day and create new ideas/methods to reach the
children so that I can build their love for something that I am so passionate and invested in.
Jake Dante
:
Wednesday
A good vision is an initial response to help employees feel motivated. Sighting Tony Hsieh, CEO of
Zappos as telling his employees the right vision inspires employees to want to do things beyond
expectations. Another pivotal aspect to achieving motivation from one's employees is to help them
gain leadership and a sensation of pride over the work they are presiding over. With the correct
supervisory and strategic leadership, companies can motivate their employees behavior that gives
the organizations constructive guidance and feedback as well as displaying proper behaviors for
those to follow. Along with proper leadership creates an effective distribution of power, which
ideally will persuade others within the organization.
In my personal experience, managers have influenced my motivation not only with growth and
financial incentive, but sharing their vision of longevity for a clients career growth. When the
manager above me shows a proper vision and strategy to execute while constructively taking my
feedback and I do theirs. By including me in strategy and vision I felt more motivated to excel. By
laying out a hierarchy of departmental layout for each division, I was able to understand the inner
workings of the organization more deeply as well as understand what I could be best at in what
subdivision of the organization. Once entering these specialized departments, I built relationships
with colleagues as well as found mentors to help guide me in the right direction for success. All in
all, my experiences in this organization have been fruitful.
5 Reply
Jake Dante
:
Wednesday
A good vision is an initial response to help employees feel motivated. Sighting Tony Hsieh, CEO of
Zappos as telling his employees the right vision inspires employees to want to do things beyond
expectations. Another pivotal aspect to achieving motivation from one's employees is to help them
gain leadership and a sensation of pride over the work they are presiding over. With the correct
supervisory and strategic leadership, companies can motivate their employees behavior that gives
the organizations constructive guidance and feedback as well as displaying proper behaviors for
those to follow. Along with proper leadership creates an effective distribution of power, which
ideally will persuade others within the organization.
In my personal experience, managers have influenced my motivation not only with growth and
financial incentive, but sharing their vision of longevity for a clients career growth. When the
manager above me shows a proper vision and strategy to execute while constructively taking my
feedback and I do theirs. By including me in strategy and vision I felt more motivated to excel. By
laying out a hierarchy of departmental layout for each division, I was able to understand the inner
workings of the organization more deeply as well as understand what I could be best at in what
subdivision of the organization. Once entering these specialized departments, I built relationships
with colleagues as well as found mentors to help guide me in the right direction for success. All in
all, my experiences in this organization have been fruitful.
5 Reply
What is the a difference in motivational practice in large companies versus small startup firms. Describe
how you would develop a motivating environment as a manager in the two situations listed above.
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Annisse Murillo
:
Monday
I believe there is a very big difference in motivational practices in large companies versus small
start-up firms. I think that company sizes play a big part in the "connection" of employees and
employers. A great example is the fact that there are so many situations where two people could
work for the same huge cooperation and have no clue that one another exists, whereas in a smaller
company, literally, everyone knows everyone. With this, I think it's much easier to build a genuine
bond/trust and motivational methods are more effective when a company is smaller or considered
as more of a startup firm.
As a manager of a bigger cooperation, I would try to organize many events that give my employees
the opportunity to get to know not only each other and myself but some of the heads of the
corporation that sometimes seem non-existent because they're never around. I would definitely
invest in creating rewards to show appreciation to my employees such as bigger office spaces, or
bonuses, etc. I would also make sure that I am completely aware of my very hardworking employees
and continuously show them, and comment on my appreciation for that work. I would absolutely do
the same as all of the above for a small-startup cooperation. I would still make sure employees had
the opportunity to get to know each other outside of the workplace stresses, but I don't think I
would have to make this as intense of a focus as I would for a bigger cooperation. I think the issue
with bigger corporations is the fact that all emotional interaction gets lost in the size of the place, so
I think that I would pretty much do everything the same in both, just focus on certain aspects a little
more intensely in a bigger situation.
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Wednesday
The scale of big companies made it difficult to take care of every individual. Also, it is more likely that the big
companies have hierarchical system, which separates the upper level managers and lower level employees
even more. So it is extremely important that the lower level workers have trust in their boss in order to get
motivated and be willing to serve the company in the first place. If I were the manager, I would have made
sure the transparency of the upper level managerial class. Every employee has the right to see and know
what's really happening in the company. In addition, the managers should be aware of every individual in the
company instead of looking at what the majority is doing. I, as manager, would ask every leader in each
subunit to often talk to their teammates and focus on life-work balance.
For small startup firms, there isn't as many resources as the bigger firms, meaning that emotional support is
crucial. Since the number of employees is limited in smaller firms, the manager will get to know every
employee. In order to retain the current employees and make them motivated, the manager needs to create a
tighter bond with the employees. The smaller firm is able to achieve the intimacy between the managers and
the employees. Also, it is important that the manager ensures the employees that the company is on the right
track and has big potential to grow. If I were the manager, I would have created periodic reports and get back
to the employees. I would also give them some power to make decisions and let them really participate in
making plans and strategies. So they feel like they are playing a significant role in the team.
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Jake Dante
:
Wednesday
I agree, the size of a company could inevitably be its down fall in regard to taking care of every individual.
Each person has a certain level of desires and needs they wish for in the organization and HR can only
reach so many people within the average work day. Without trust with these specialized workers,
communication through the heirarchy system will surely falter as you stated. I wish more companies
adapted your idea of transparency in the work place as many organizations I've worked for haven't
shared such thoughts.
Without proper resources to reach out to though, employees will struggle to communicate which does
happen often in an authoritative small start up firm situation. I've worked at a start up that pretended to
show transparency and desire feedback from its analysts but really they were just trying to feed
employees egos and make them think a false sense of accomplishment. This company actually held
employees who gave feedback in contempt as they weren't fitting into the mold they wished for analysts
to be. This was discouraging and ultimately lead in my leaving of the company however I still have some
friends who work there and say the culture has changed.
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