This theory also refers to intrinsic rewards directly resulted from their work itself and these rewards are not given by others. On the other hand extrinsic rewards are those given by others such as bonuses, performance related pay, promotion and recognition.
The associated outcomes or rewards can be different i.e. positive, negative, stronger and weaker. Therefore, it is important to outweigh the cost and benefits of these outcomes. This is because; individual effort may vary from every other individuals.
Expectancy theory refers to the fact employees have different expectations and levels of confidence about what they are capable of doing. Hence, organisation must try to discover what resources, training, or supervision employees need and provide them with what they need.
Methodology
The sample in this report was confined to the Network team of the Technical Services Department at Chelsea and Westminster Hospital. Two of my staff members (Network Engineer and Network Analyst) and myself (Manager) participated in this study. Team members were asked to come to a meeting on 1st July 2009 between 11am to 12pm so that we could conduct this study.
The study carried out as flows:
- A brief discussion on importance of motivation and definition of effort, performance and rewards/outcome. Also discussed on choices of rewards.
- Explained motivation score levels 1 for very low, 2 for low, 3 for average, 4 is high and 5 is very high.
- Firstly, asked them to score their motivation levels for factors affecting the strength of the link between the effort and performance – Table 1
- Secondly asked them to score their motivation levels for the factors affecting the strength of the link between the performance and outcome/rewards – Table 2
- The below two tables – Tables 1 and 2 are attached herewith in Appendix - A.
- An action plan for recommendations provided in Appendix - B.
Motivation Analysis
Motivation is the influence where managers work towards to improve behaviour of their employees in organisations. This will lead business to achieve high quality of its products or services and mainly to keeps it costs down, make a profit and remain competitive in their business throughout. Motivation can be defined as the inner desire to achieve individuals certain goals or objectives.
Analysis on effort and performance
The results of this study suggest that motivational levels between effort and performance are significantly different from one another.
The statistical analysis presented in table 1 indicates for the network manager’s motivation level is high for the following five factors. They are skill variety, task significance, autonomy goals and ability. Three factors are indicating average motivation levels are resources, task identity and feedback.
Next, statistical analysis indicates for the network engineer’s motivation level is low for the task identity, autonomy, goals, and resources and time.
The analyses suggest that network analyst’s motivation level is very low for the following five factors which are task identity, feedback, ability, resources and time. Two factors indicating low and other two suggest average.
In the IT department manager’s job involves dealing with many issues on daily basis which requires variety of skills. These skills would be management to technical skills. “Skill variety is one of the factors defined to ensure that job requires the job holder to use a number of different skills and talents”. (Block 1, Session, p.146). Normally, Network engineer requires specific technical skills. It has been impossible sometime to keep up-to-date with several skills required to do the job especially in technology industry.
The analysis indicates that task identity is low level for the network analyst. “The task identity is the degree to which job requires completion of a whole and identifiable piece of work”. (Block 1, Session, p.146). Obviously this sort of practice will lead to problems and will lead to negative performance within IT department. Managers must think twice when involving highly paid member of staff to do a task which is lower level of responsibility. For example you wouldn’t allow a network analyst to install a PC on the desktop, because slack resources and time will lead to higher monetary outcome.
Task significance is where job has a perceived value to employees and have obvious significance. It is important to check with staffs what they know, why they are and what they are doing. It is recommended that performance review carried to see how employees are performing against the job objectives. This evaluation indicates that task significance is low for the team members.
“Autonomy is where job provides freedom and discretion to the individual within the work place” (Block 1, Session, p.146). For Example: Manager’s job involves making decisions, and implementing procedures to carry out the work. This provides the manager and any individual a feeling of a personal responsibility for the success and failures of their jobs.
“Feedback on performance essential if work is to produce intrinsic rewards such as a sense of achievement.” (Block 1, Session, p.146). The analysis indicates that team is lacking on feedback. Managers must praise when individuals completed their task successfully. It is important managers communicate with their staff regularly and should influence is recognition for good work.
Finally the overall motivation level for the team is average. The common motivation factors are task identity, task significance and autonomy.
Analysis on performance and outcome/rewards
The results indicated that motivational levels for the intrinsic and extrinsic factors for the rewards and outcomes also significantly different from one another.
The statistical analysis presented in table 2 indicates that all of intrinsic factors are common for the team. Motivational level for these factors indicates average for the team. They are appreciation and sense of being valued for good performance, Sense of involvement and achievement, Work efficiency and General Job satisfaction.
The analysis suggest for the network manager’s motivation level is high for the intrinsic factors. Whereas network engineer’s motivation level is average and network analyst’s level and indicates low. This analysis indicates network analyst’s motivation level is low for appreciation and sense of being valued for good performance. The result indicates the network analyst job requires job redesigning.
Next, analysis indicates the results for the extrinsic factors. The common factors are Promotions and Recognition. The overall motivation level for the whole team indicates is high. Whereas, individual motivation level is high for the manager, average for the engineer and low for the network analyst. The analysis indicates there has been no formal appraisal such as NHS Knowledge Skills and Framework for individuals has been conducted to review their pay or salary. Thus extrinsic rewards are those given by other manager’s to their employees. The analysis shows such as bonuses, performance related pay, promotion and recognition are important factors for motivating the individuals.
Team members suggested that there is no adequate time and resources to do their job includes staff, trouble shooting analyses, tools and systems documentation and information. All of this seems this outside their control. They feel that level of achievement they achieve does not depend on their efforts.
The analysis suggested that time is another weakling factor which has limited to them performance well in their jobs. In the conversation the team members expressed that they have more to do than in their available time and therefore sometime they have working lunch on their desk. This will lead to poor performance. There should be standard procedures in place.
An informal conversation with team members indicates that they would be better motivated if job provides them freedom. For example in terms of deciding the procedures for carrying out work scheduling and priority.
Conclusion
The study was designed to investigate motivational levels and those factors affecting the strength of the link between effort and performance and factors affecting the strength of the link between the performance and reward/outcome. We have analysed those motivation factors into two parts which are factors affecting effort and performance, performance and outcome and categorised intrinsic and extrinsic rewards. For each category we have analysed for the team motivation levels and common motivation factors.
This study also extended to investigate those motivations factors and levels for the individuals. The results suggested that there are three most common factors affecting link between the effort and performance i.e. Task Identity, Task significance and Autonomy. The motivation level for the whole team is average. The individual participant’s score suggest that manager’s motivation is high, network engineer’s is average and network analyst’s score is low.
Interestingly the results suggested that all the intrinsic factors are common for the team and motivational level is average i.e. Appreciation and sense of being valued for good performance, Sense of involvement and achievement, Feeling satisfied and wanted and Feeling good inside. This means that we could adapt and maintain this performance throughout.
However the study also indicated that network analyst’s motivation level is significantly low than the other individual. Hence we should adopt intrinsic motivational rewards as motivational tool to stimulate employees to work strenuously and energetically.
Recommendations
The individuals within team must believe the quality of their work, and hence their reward is positive, is directly related to and reflects the effort they put into the job. If these not exist then the individuals within team will not believe that working hard etc. will lead to the required level of performance and the link between performance and desired rewards will be broken hence the overall results are negative outcome
Individuals will only commit to goals and objectives if they see the value in them and really want to make them happen. The above analysis shows that this is just done through simply issuing orders, supervising or delegating – It needs to happen through motivating and make team aware there goals and objectives.
The above analysis shows that team performance is lacking on skills and ability to do the job. For example there is no sufficient training provided to keep up to date with technology. In order for the team to work hard and to do good job and to do well; Manager’s challenge is to help them to encourage them to perform well in their job.
The following recommendations and action plan (Appendix – B) that organization need to consider in order to main the high level of motivation and also recommends to use this method for other departments within the hospital.
- Regularly diagnose the level of employees motivation and job satisfaction
- Consider redesigning jobs when motivation range is low to moderate
- Reduce employee physical strain, efforts, fatigue and health complaints
- Regularly exams the error rate, accidents
- Provide regular feedback to their employees
- Managers must appreciate their works and praise their performance to enhance motivation.
- Regular review - NHS Knowledge Skills and Framework – performance assessment for employees to review bonuses, performance related pay, promotion and recognition.
After all the motivation factors that determine the motivation of team efforts in the workplace, almost everyone would immediately think of a high salary. This answer is correct for the reason that some employees will be motivated by money, but mostly wrong for the reason that it does not satisfy others.
Above all, this study demonstrates that to turn recommendations into reality and to improve individual’s motivation requires their commitment. On other hand the organization must be able to sustain to financial investment in management capacity.
This above statements supports the analysis that individual motivation is a personal characteristic, and not a one fits all option.
References
The Open University (2009)
B713 Fundamentals of Senior Management Block 1, The Open University.
Word count: 2000
Word count excluded for: Appendix A , B and Action Plan
Appendix – A
Table 1: Motivation factors affecting the strength of the link between the effort and performance
Table 2: Motivation factors affecting the strength of the link between the performance and outcome
Appendix – B (Action Plan)