• Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

Motivation is a key factor for business as it is often recognised that well-motivated employees are more productive and produce better quality work. The way managers motivate people has significantly changed over the last few years

Extracts from this document...


MANAGING AND LEADING PEOPLE MANGING FOR RESULTS Subject: Employees contributions can no longer be extracted by shame, guilt and fear, it has to be offered. Issues about motivation and commitment are critical. Yet many of the levers which managers have relied on to motivate employees are increasingly unreliable. Critically evaluate this view in the light of examples from your experience of a work organisation. INTRODUCTION 3 FACTORS GOVERNING THE WORKING RELATIONSHIP 4 1. THE EVOLUTION OF THE WORKING RELATIONSHIP 4 2. RISKS INHERENT TO THE USE OF SHAME, FEAR AND GUILT AS MOTIVATORS 5 GOOD PRACTICE AND PSYCHOLOGICAL CONTRACT 6 1. HOW TO EFFECTIVELY USE FEAR, SHAME AND GUILT IN PRACTICE 6 2. THE PSYCHOLOGICAL CONTRACT 6 CONCLUSION 8 Introduction Motivation can be defined as "a decision making process, through which the individual chooses the desired outcomes and sets in motion and behaviour appropriate to them" (Buchanan 2004.). Motivation is a key factor for business as it is often recognised that well-motivated employees are more productive and produce better quality work. The way managers motivate people has significantly changed over the last few years. Employees' contribution used to be extracted by shame, guilt and fear and these factors used to be an effective mean to motivate people. However, few questions subsist: do organisations still rely on fear, shame and guilt nowadays? Are these factors reliable? ...read more.


Good Practice and psychological contract 1. How to effectively use fear, shame and guilt in practice Managers can increase productivity and create a competitive advantage by implementing a certain amount of fear within the workplace. As mentioned above, fear, shame and guilt often reflect bad practice. However fear can be a great motivator because it motivates every aspect of our lives and is part of the human nature. There was fear of parents and teachers, fear of not graduating. Fear is present in all important moments of our lives. To make fear, guilt and shame act as motivators managers need to make sure that the consequences are meaningful. Managers have to explain clearly what they expect from their team members. When goals are clearly laid out and agreed then managers can use fear only when employees do not meet these expectations. My company is using SMART targets. Each employee receives objectives and goals which are specific, measurable, achievable, realistic and timely. For example one of my SMART targets is to ensure that, this year, 80% of the roles are filled within 3 months. This goal is specific, easily measurable, achievable and realistic as I am working on a fair amount of roles and my target is 80%. ...read more.


Conclusion To summarise, there is no simple answer to the question on how to motivate people. Managers used to rely on shame or guilt of people and some organisations are still using these factors as motivators. The way these levers are used often reflect bad practice, gives a very negative image of the company and is also increasingly unreliable due to the change in the labour market and culture. Employees are not scared anymore to lose their jobs and will always look for more flexibility and for a better life balance. The development of Human Rights, the tendency of the Employment legislation to be more and more protective for employees and the possibility for people to benefit from Government support with concepts such as Employee Benefits or Job Seekers Allowance do not allow anymore managers to extract employees contributions by fear, shame and guilt. Exceptions exist and these factors can help to produce better quality work and increase productivity but only if used appropriately. It is very hard in practice to draw the line between bad and good practice and there is always a risk if organisation uses these factors to create bad morale, increase stress, turnover and reduce overall performance. In my opinion the most effective way to motivate people is to tailor motivation to each employee. It is essential for organisation to understand and take into account the complexity of the human nature before implementing a motivation strategy. ...read more.

The above preview is unformatted text

This student written piece of work is one of many that can be found in our University Degree Human Resource Management section.

Found what you're looking for?

  • Start learning 29% faster today
  • 150,000+ documents available
  • Just £6.99 a month

Not the one? Search for your essay title...
  • Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

See related essaysSee related essays

Related University Degree Human Resource Management essays

  1. Organisational Behaviour: A case study on a firm that is struggling to motivate employees

    This leads to gains in efficiency because each employee concentrates on a small set of tasks which they become very efficient at performing (Ivancevich & Matteson, 1999). However job specialisation can lead to problems with job satisfaction and motivation. A reason for this is that employees find that their jobs

  2. repercussions of an introvert personality

    5.0 REPURCUSIONS OF BEING INTROVERT Being introvert is not something which is uncommon. Introversion is not a disease; it's a state of mind. In the fast moving world, it is very important to move faster than ones inner self. Introverts tend to live at a pace close to their inner self.


    understand the rationale behind the current system and how links between appraisal results and strategic goals could be improved. However, this was ruled out as the Chief Executive was line manager of the researcher, and this brought into play ethical considerations.

  2. Leadership. There are many styles or ways that a leader can use to motivate ...

    employee orientation or-leaders concern is more for the employees and their needs. It's about building team work,accepting differences among each other and overcoming through personal relationships. Or Structure i.e. task orientation- leaders believe that completing the task is more important for him understanding technical aspects produce better.

  1. Reward Management, Monitoring Performance and Exit Rights & Procedures

    employees and its good practice to consult their representatives if they have any. If you have an information and consultation (I&C) agreement in place, you have a duty to inform and consult employees or their representatives on - among other things - changes to the workforce.

  2. Part A of this report will examine my learning styles, preferences, highlight any areas ...

    took the Howard Gardner's Theory of Multiple Intelligences test, which is often used in conjunction with the VARK model. Whilst VARK tells us how people learn, Gardner's Multiple Intelligences tell us how people think. Gardner (1983) proposed people could demonstrate intelligence in more than one way.

  1. This research proposal is for the independent study based on motivation, the research is ...

    Established content theories brought up in the publications are, Abraham Maslow's hierarchy of needs, Frederick Herzberg's two-factor theory and McClelland's managerial needs theory, which are all important when addressing motivation (Hannagan 2002). Maslow's hierarchy of needs was developed to describe the different levels of priorities that an individual is trying

  2. What can organisational learning, and the search for the learning organisation, offer to companies ...

    it could also be true that paying insufficient attention to organisational learning may also be negatively impacting on financial performance and therefore competitive advantage. ________________ Chapter III Conclusions and Recommendations Conclusions Organisations face growing and complex competitive forces from national and international firms.

  • Over 160,000 pieces
    of student written work
  • Annotated by
    experienced teachers
  • Ideas and feedback to
    improve your own work