No doubt, organizations should promote the kind of positive supervisor mentoring behavior exemplified in question 1. This is because, such conducts will motivate employee satisfaction which can lead to excellent job performance, good work ethic, and high retention of skilled workers. This relates to the concept of job satisfaction which is, “a pleasant feeling resulting from the perception that one’s job fulfills or allows for the fulfillment of one’s important job values” (Noe et. al. p. 322).
If the organisation succeeds with setting a goal that all the employees in the group feel that they want to contribute to and that they together with the group are able to achieve, the organisation can with help of group rewards decrease unhealthy competition. We believe that group based reward system are a way to organisation to implement team spirit as a part of the workday. The most expressed advantage with using a team based reward system is that it promotes cooperation between the employees in an organisation. One common reason for an organisation to choose to reward on a group level can be because if the work is being done in group it is easier to reward the group as
The ability of managers to reward or withhold tangible and intangible rewards allows for the development of a meritocracy. This provides a valuable tool for molding the kind of success-orientated culture at Chipotle. Instead of wasting time and resources while recruiting new members, they save time, capital, and resources by rewarding and promoting from within. This leads to maximization of profit, reduction of turnover, and improved employee satisfaction and performance through retained knowledge, skills, and experience of long-term employees. The net effect of these communication and management methodologies is to ensure that services offered to customers are of the highest possible quality.
As discussed in earlier modules, HRM functions should capitalize focus on human capital while supporting the requirements to grow and increase value for the organization. Utilizing the Cycle of Excellence adds value to both the organization and HR managers because it saves time and money by using an already established, proven, and popular model. More importantly, the cycle supports “soft” HRM methods which promote the company’s long-term focus and goals, at the same time creating an environment to build and retain long-term employees and future
The intrinsic motivators are likely to have a deeper and long-term effect because they are inherent in individuals. These kinds of incentives are largely a result of the worker's satisfaction with his or her job. To sum up, intrinsic motivation originating from within the person or from the activity itself, affects behavior, performance, and well-being positively (Ryan & Deci, 2000). On the other hand, extrinsic motivation is said to exist when behavior is performed to attain externally administered incentives. Extrinsic motivation is related to “tangible” incentives such as wages and salaries, fringe benefits, cash bonuses, security, promotion, wall plaques, free dinner or movie tickets etc.
There will also be meaningful participation from these employees which will assist in attaining the expected outcomes and there will also be some secondary gains. These gains will involve growth, understanding and the development of these employees into future leaders. Thereby resulting in the creation of the organization’s succession plan. There is also the added advantage of creating leaders from these employees whose learning curve is off such that it allows the leader of the organization to be delegate some his responsibilities. Hence his actions will be not only result in benefits for the organization but will be beneficial for him.
The Path-Goal Theory The Path-Goal theory is based on leader 's specific style, which best fits the employee and work environment in order to achieve goals set by the company. The idea is to increase motivation from the staff, provide empowerment and increase staff satisfaction. This will develop productive employee, which are vested in the greater good of the company. The Path-Goal leadership is based on four strategies the leader should set fourth: define the goal, explain the direction of the goal, remove obstacles so the goal can be achieved and provide support to the employee. The Path Goal Theory is forming a connection between the followers goals, and the goals of the organization.
The study found that, leader behavior in both transactional and transformational leadership had a significant influence on employee satisfaction. In terms of employee performance, the analysis revealed that both directive and achievement-oriented leader behavior was more convenient in a transactional leadership style setting. It was also demonstrated that participative and supportive leader behaviors were significant and positive in a transformational leadership
By clearly delineating tasks, removing obstacles and rewarding performers, the path goal theory suggests that “subordinates will be motivated if they think that they are capable of performing their work, if they believe their efforts will result in a certain outcome, and if they believe that the payoffs for doing their work are worthwhile” (Northouse, 2013, p. 137). Satisfaction has been made contingent on effective performance. The intensity of the way the leader leads will depend on the circumstances. For example if the follower is capable or motivated, or the given task is easy or difficult, the method of this leadership style may vary from dictorial to the leader being participative. According to House and Mitchel, depending on the circumstance, the leader could adopt four different styles - supportive, directive, participative and
If an employee has a positive value to the individual. If an employee has a particular expectancy from a certain form of behavior, and this has a positive value, the employee places a high value on recognition and expects to get a certificate of merit from maintaining a quality standard at work, they will be motivated to behave in a manner which guarantees the quality standard and subsequently results in the award of certificate of