Process for Revamping Motivation

Process for Revamping Motivation

In today's workplace, motivation is more important than ever. Extreme competition between businesses makes it vital to find ways to keep employees motivated in order to maximize work productivity and raise the quality of the work environment. I have noticed practices at my own place of work that I believe can be modified to improve worker motivation, quality of performance, and contentment with his or her work environment. The employees have the feeling they are being left out and have no official feedback from management on the events and status of the job. Second, some or even most of the workers at my facility believe that they are not important and their ideas are not being heard or at least considered worthy. Finally, when the management offers the employees free dinners or lunches for a past job well done it often never happens, leaving the workforce wondering when, if at all, they are getting their meal.

As it stands now, at the beginning of work everyone goes to the center office where the work packets are already laid out with their specific names on them. When the work is picked up, the warehouser heads strait into the warehouse to work. Very little contact is made with management or supervisors. This situation leads to the over all feeling that the employees are being left out of the loop and causes a pattern of behavior called Learned Helplessness. Learned helplessness is a motivational behavior caused by the belief that one's behavior has little affect over one's fate (Reeve, 2001). With no other official way for the workforce to express or share their concerns, ideas, and gripes this contributes to overall feelings of a lack of appreciation felt by the employees regarding management. Not only does this situation affect motivation it also adds to the feelings of alienation from the management and the company that they work for.

Changing the current policy and adding a five to ten minute meeting at the beginning of the shift would give the workforce a chance to ask questions about specific issues of the day that might be beneficial to their work or to the work effort of others. It would also give the workforce an avenue to express opinions as to what could be improved upon in the warehouse as well as safety and other hazards that might be overlooked otherwise. This would be a crucial way for the managers to let the workers know they are a valued teem members. It would also give management the opportunity to boost moral with the acknowledgement and expressed approval of the hard work of his or her shifts put forth daily on a face to face basis. By doing this, it would help to instill a sense of pride and belonging back into the shifts mentality, as well as, increasing motivation as well.

I would like to see the management and supervisors encompass a more open door policy and demeanor. Instead of just walking by a warehouser as if he or she was not there, stop and ask how they are doing. It is important that the management can be able to communicate