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Managing People - Employee motivation.

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Introduction

MANAGING PEOPLE EMPLOYEE MOTIVATION PRESENTED TO: DAVID CROWFORD Presented by Sina Seyfollahi MBA PART-TIME 00171141A 4MBA21 HARROW BUSINESS SCHOOL Table Of Contents 1. Abstract............................................................................................2 2. Introduction......................................................................................3 3. Motivation at Sundance 3.1 Research and Development........................................................... 5 3.2 Production.............................................................................. 5 3.3 Sales and Marketing....................................................................6 4. Performance Management and Appraisal..................................................7 5. Management Leadership Style.............................................................10 6. Conclusion 6.1 Performance Management and Appraisal..........................................13 6.2 Leadership Style.......................................................................14 7. Bibliography....................................................................................15 1. Abstract In this paper I intend to discuss the influence of the following two concepts on employee motivation: a) Performance Management and Appraisal b) Managing leadership style The issues I will discuss will be based on my observation and experience with my current employer: SUNDANCE MULTIPROCESSOR TECHNOLOGY LTD. A company which I have been involved with for the past 3 years. 2. Introduction Sundance is a small electronics company established in 1989 in England. The company is made up of 30 highly specialized employees. Sundance designs and develops a range of products that can be combined, as part of a parallel processing system, to provide an expandable processing resource. The products are designed to address the needs of high performance computing applications in defense, industry and leading edge research such as telecoms, image processing, DSP, simulation and real time applications. For the purpose of this assignment, given the small size of the company, I will be looking at the whole of Sundance. ...read more.

Middle

The way this is done is still on an informal basis but it is summarized and finalized at the end of the year by means of an appraisal form which has four sections. * Task Definition * Task Goal * Training and Development * Final Performance Assessment So how does this system effect motivation in the various groups? The production team sees the importance of performance appraisal primarily as a means of getting a pay rise. Other aspects such as training and feedback are secondary concerns. The clear link to motivation is therefore money. A high pay rise constitutes a happier and more motivated employee. Here, performance management and appraisal is seen by the employees in its more traditional form. But that is not what performance management is about. The continuous all year round monitoring, reviewing and discussion of issues relating to performance, also has an influence on motivation. If this is done correctly and carefully, it can have a positive psychological effect resulting in a more productive and motivated group. My observation of the production group has showed that by getting the individuals involved in the process of forming agreement through discussion, their moral will increase. The performance management process has a different edge in the R&D group. A modern approach is executed. The individuals in R&D demand a more sophisticated analysis of their performance. Factors such as career planing, identification of professional training and development become more important. ...read more.

Conclusion

Sundances business forecast shows it will continue to grow, both in wealth and number of employees. Whether management will be able to cope with this increase in HR, remains to be seen. But it is my opinion that unless some kind of management training is introduced, Sundance will suffer. I suggest that: * Managers undertaking training courses * An extra semi-formal appraisals on top of the annual appraisal * Annual appraisals done not just by the MD, but also the group manager * More modern appraisal system be used. e.g. 360? feedback system 6.2 Leadership Style As described in section 5, the leadership style differs from group to group. However a common pattern does emerge at Sundance. Within each groups constraints, the style of leadership appears to be friendly and open. The managing director for example, is forever reminding the employees that the door to his office is never closed. This attitude is also evident in the group managers but within the margins shown in fig.1 of section 5. Once again under the current organisational structure this appears to be working well and is a major motivator. However there is a danger that this degree of openness can lead to the subordinates becoming complacent. Care must be taken not to allow the situation get out of hand. And as Sundance grows and more people are introduced to the groups, the leadership style and attitude needs to be monitored and adjusted accordingly. ...read more.

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