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Work Motivation.

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Work Motivation MBA All Stars University of Phoenix ORG 502 Human Relations and Organizational Behavior Dr. Sara E. Stevenson, PhD. and Dr. Moore September 30, 2003 Table of Contents Abstract 3 Work Motivation 4 Method 4 Survey 4 Results 5 Table 5 What's the Best Motivator? 5 Integrating Company Culture 5 Determining Integration Team Hierarchy 7 Fear of Loosing Job 8 Decrease in Power 9 Perception 10 Summary 11 References 12 Abstract In many mergers, a business completes the deal and acquires a company before fully thinking through what they need to do next. Because of the impact of human resource issues, mergers will be unsuccessful if firms do not devote enough time to planning their people strategy. The team analyzed the work motivation traits of individuals from different companies. Then a hypothesis was determined on how these individuals would react to working on a team together that was in the process of a merger. The results and interpretations for further research are discussed. Work Motivation Mergers to create a larger, successful company are usually driven by a thoughtful business plan and require due diligence, financing and negotiations between the parties. However, contrary to popular opinion, making a merger happen is the easy part. The hard work begins after the deal is done. It is upper management's responsibility to put as much diligence into developing a people plan that unifies the new company as when doing the merger. ...read more.


As a manager roles and responsibilities need to be established up front. When faced with individuals on the team that are use to functioning in a management capacity and now due to the merger have to take a individual contributor role on a team it is a managers responsibility to understand how to keep this employee motivated. First, make sure the employee personality traits are well defined and then understand what his /her motivational strategy is. Because if approached the wrong way, the employee's morale may diminish causing problems with in the team. If approached using Manslow's Hierarchy of Needs theory, which states that every human has five hierarchy of needs and as each need, is achieved the next need has to be addressed. Therefore, a manager needs to approach the employee making sure that each level is addressed. The best approach would to make sure that the employee knows that he or she knows that their job is secure and their role as an individual contributor is really needed. Then benchmarks need to be set to make sure the employee is meeting the desired goals and when they are met the employee needs to be rewarded with recognition. There is no need for compensation rewards for this employee. As stated in the article "How to Motivate Problem Employees," the most overlooked source of compensation for an employee is a simple "Thank you." On the other hand, if the employee were approached using McClelland's Theory of Needs as a motivating tools the process to boost morale would be a little different. ...read more.


During a merger the new parent company has its own perceptions of the acquiring company too. Sometimes the parent company makes abrupt rules, and believes they have acquired a company that obviously could not operate efficiently on its own. They put rules in place and make them enforceable immediately. Maslow's Hierarchy of Needs must be met to keep employees of the acquiring company. Managers need to motivate the employees to grow, and achieve one's potential and show them self-respect for their previous achievements with their company. Employees need to believe they are still included in the company's future. Communication needs to be clear and concise, so those employees are not unintentionally harmed by the rumors. Summary After careful analysis of the data, the team found there to be a strong correlation with the number years of work experience with the company to what motivates individual employees. The team found that 100% of the sample group was task and goal oriented, enjoy challenge, like difficult tasks, and want to improve past performance. This analysis can be correlated with the fact that 90% of the sample has been with their company for 3-5 years and 10% less than two- years. Another observation, that was found that 80% of the sample population likes to be in charge and have control over their situation. Subsequently, of that 80% female workers make up 20%. One could correlate this with that for so long women were in a role that would not allow them to be in charge. With the turn of the workforce, this percentage will increase. ...read more.

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