Free Emotionally Intelligent Managers will Increase Operational Staffs Motivation Dissertation Example

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Emotionally Intelligent Managers will Increase Operational Staffs Motivation

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Emotionally Intelligent Managers will Increase Operational Staff’s Motivation
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Abstract
Why do some technically brilliant managers have troubles managing their subordinates or collaborating with a team? The answer is because they may be lacking critical levels of “emotional intelligence (EI)” and the ability to manage their emotions in the event they are under pressure. To be effective in the management role, managers need to have a proper understanding of how their actions and emotions affect people who are around them. They need work of self-regulation, self-awareness, empathy, motivation and social skills. The above factors are the main elements of emotional intelligence and have been discussed in this paper. The better a manager relates or works with his/her subordinates, the more successful he/she will be within an organization. Employees often get motivated if they feel appreciated. In other words, emotionally Intelligent Managers will Increase Operational Staff’s Motivation. Motivation efforts need to take care of both monetary reward system and intrinsic needs which is the more effective.
Managers
Definitions and Descriptions
Managers can generally be defined as people who administer an organization, whether it’s a non-profit organization, government body or business (Evans, 2004, p.128). Management involves activities such as setting strategies and coordinating efforts of various employees to achieve objectives.
Managers can also be defined as people responsible for running part or an entire business organization. For instance, a restaurant will normally have a front-of-house manager who supervises the hosts and helps the patrons.
Managers are individuals who are in charge of certain groups of tasks. According to Fayol, “a manager is someone who forecasts, plans, organizes, commands, coordinates and to controls” (Evans, 2004, p.128). Managers often have a staff of people reporting to them. Certain departments within an organization designate their managers to be staff managers while others are known to be line managers, depending on the function of the departments.
Characterize managers (Types and Levels of Managers)
Managers within an organization can be categorized into various classes on the basis of hierarchy or based on the work that they do. Based on hierarchy, managers can be categorized into three categories which include top-level managers, middle-level managers, and low-level managers. The top-level managers are the ultimate source of authority and may consist of the chief executive director, the board of directors and managing directors (Austin, 2002, p.393). In other words, they are responsible for making major decisions within an organization. The middle-level managers are normally responsible for their departments. They consist of departmental and branch managers. Low-level managers carry out supervisory role. They include supervisors, section officers, foreman and superintendents among others. The management level determines the chain of command and also the authority or status enjoyed by a particular managerial position.
Functions of managers
Based on the “nature of the job,” managers can also be categorized as Generalist manager, Functional manager, and staff manager. Generalist managers are those that perform various kinds of jobs depending on the requirements of the organization (Tiwari, 2018, Np). Functional managers are those that are specialized in a particular area. Their responsibilities are predefined by their job descriptions. Staff managers are experts who play the advisory role to both functional and generalist managers.
Activities
The activities performed by managers can be summarized by Fayal’s definition of a manager. They include forecasting, planning, organizing, commanding, coordinating and controlling. Apart from these activities, managers also motivate their subordinates.
Summary: Negative/Positive Effects of Managers
One of the things that are considered worse by employees in any workplace is the negative managers. Negative bosses can cause unwanted criticism from employees and make them feel that there is little that they can accomplish that is right. Workplaces normally react poorly to negative managers. A bad manager may lead to high employee turnover, bad hiring decisions, increased stress and lower morale. For instance, it is quite difficult to retain workers if the managers are incompetent, abrasive or insulting. High employee turnover normally affects the level of productivity, especially when there aren’t remaining employees that are trained to perform the job. However, the opposite is true when an organization has a good manager. Good managers will lead to positive effects. One of the effects is synergy. It is the cooperative interaction that leads to enhanced effect. In other words, if you want your business to grow, you will need not only skilled employees but also good managers (Zakharova and Korobeynikova, 2015, p.69). Good managers will act as catalysts to mobilize employees, improve their skills and channel the skills to meet the goals of the workplace.
Emotionally Intelligent Managers
Definitions and Descriptions
Emotionally intelligent managers can be defined as a manager with the high level of EI (Goleman, 1998, p.20). Every other manager needs to answer the question, “What is your age?” It is what makes the difference between one manager and another. The corporate world is no longer like the 1950s when all one needed to do was build a small shopping center, and with time it became a big regional mall. The market has proven to be very competitive with a lot of smart, talented and intelligent people with lots of money chasing opportunities. Therefore, it a manager doesn’t have an edge then they are likely going to be outperformed in the corporate world.
Emotionally intelligent managers can also be defined as managers who are self-aware and empathetic, with a sense of self-regulation and social skills (Austin, 2002, p.393). It is also what makes other managers perform better while others perform dismally in their respective departments.
“Emotional intelligence’ is the person’s ability to recognize and manage his/her emotions and more so, those of the individuals around them. Managers with emotional intelligence often know what they are feeling, how such emotions may affect people and what their emotion may mean. For managers, having emotional intelligence is critical for success (Goleman, 1998, p.20). The manager with greater chances of succeeding is one who stays calm and assesses the situation. A manager who is emotionally intelligent needs to exhibit five key elements. They include self-awareness, motivation, self-regulation, empathy and social skills. The better a manager manages this element, the higher the level of his/her emotional intelligence.
Managers with the great level of EI are often much more self-aware such that they are able to understand their strengths and also weaknesses and how their actions could affect others. Thus, they are better equipped to handle various kinds of criticisms and also learn from their mistakes. A manager with great emotional intelligence may reveal and control his/her emotions to employees and be in a better position to exercise restraint and control whenever needed. Managers who are emotionally intelligent are also self-motivated (Hughes, 2010, p.28). They are not only motivated by title and money alone but are also motivated by the internal ambitions. They possess the ability to be resilient and optimistic when they encounter disappointments. Emotionally intelligent managers are often flexible and committed to personal accountability. They often have clear ideas of where they will compromise and the most values that are important to them. Such requires spending the time to examine one’s codes of ethics to realize what is most vital as far as making an ethical decision is concerned. A manager who tends to blame others whenever something goes wrong cannot be considered emotionally intelligent. An emotionally intelligent manager will often commit to accept or admit their mistakes and face the consequences. Such managers will probably earn respect around them. They often don’t relieve their stress by shouting at employees but instead exhibit a sense of calm.
Simple triggers may make someone sad, angry, happy or joyous. People normally develop triggers cognitively over time which allows them to feel in certain ways during particular events. The triggers and emotions are what make people unique and also what makes a manager so good at his job or not. A good manager needs to have the emotional intelligence to develop an effective understanding of people who follow their leads. Some employees believe that their bosses are terrible and also feel disregarded in workplaces. In other words, if a manager is not doing his job of leading, it is most like because he lacks the emotional intelligence to motivate, trigger and also push the employees to heir prominence. Emotional intelligence tends to favor softer skills which were traditionally dismissed as being weak and irrelevant at work. It was historically considered to be unprofessional to display the emotional side of the workplace. However, it is vital to learn that times have changed and managers increasingly recognize the importance of leadership skills. It improves their relationships with employees, performance, results and governs their behaviors. Emotions normally interact with people’s thinking and also enable people to come up with better decisions. A manager who tends to be more responsive emotionally to certain crucial issues is more likely to attend to the more critical aspects in the workplace. The other aspect of emotional facilitation involves including or excluding from thoughts, depending on the situation and the context. It relates to emotional reasoning as well as understanding while responding to people, circumstances, and the environment that a manager encounters in the daily activities. It helps in making sense of a situation and navigating the social environment.
Characteristics Emotionally Intelligent Managers
Self-Assessment
It is the manager’s ability to recognize his emotions, strengths, values, weaknesses and understand the impact that they may have on others. Managers may not truly understand who they are without self-reflection. Similarly, they may not understand what they are good at, why they make certain decisions and where they fall short. A manager needs to be confident about who they are to realize the maximum potential. It helps them improve themselves regularly. It also involves the ability to recognize one’s personal moods and drives. Many managers tend to be busy with their daily grind and rarely take a step to think of how they are responding to various situations they come across. Managers need to consider creating to for self-reflection and developing the habit of collecting feedback from different people who will tend to be honest.
Self-regulation
It may also be considered as the discipline. It involves redirecting or controlling our disruptive emotions then adapting to changing circumstances to keep employees moving towards a positive direction. Managers can’t afford, losing their cool because being calm is contagious just like panicking. In other others, a manager that portrays calmness is likely to make other employees calm. Consequently, a manager stays positive and calm, they think and communicate more effectively with their teams. Self-regulation is about self-control. Managers who have the ability to regulate themselves properly rarely attack others verbally, stereotype people, make emotional or rushed decisions or compromise their values. It emphasizes personal accountability. Every time a manager challenges a situation, he/she should be aware of the act. A manager will high level of emotional intelligence normally has the ability to control or redirect emotional or disruptive impulses and moods. They often have the ability to suspend judgments in order to think before acting.
Empathy
Empathy involves imagining yourself in someone’s shoes and understanding how they react or feel to certain situations. The capacity to be compassionate is often open when one has empathy. The emotions that people feel in response to other people’s suffering are what normally motivate the desire to help. Relating more to others will help a manager understand what motivates the employees as well as what upsets them. A manager who is not empathetic will to portray certain body languages that primarily show how they feel about a particular situation. The message you might be giving may not be positive. Empathy helps managers listen to employees and challenge others who tend to act unfairly (Burcher, 2011 p.23). It also helps managers to earn respect as well as loyalty because it is a way of showing the employees that you care about them.
Relationship Management
Managers will never make deep connections with employees if they are distracted. As much as many people have families and other obligations, building and also maintaining productive and healthy relationships is vital to the manager’s ability to realize higher emotional intelligence. Managers must have good ability to effectively communicate to manage relationships and move a team towards the desired direction. Serving as a catalyst and inspiring leader for change, managing conflicts and collaborating with high-performing teams are part of relationship management. A manager with high emotional intelligence will likely be perceived as likable. They are often able to work well with various groups even in the situations of stress and conflicts. To work well with others in the face of conflict and stress will require fineness in dealing with various people with is a critical element of emotional intelligence. Managers with high emotional intelligence often have the ability to inspire visions, embrace change and motivate employees to do difficult things.
Effective communication
Studies indicate that effective communication entails 7 percent of the words we say but 93 percent of the body language and tone. Lack of communication and misunderstanding are often the source of problems between many people. For instance, in SEAL teams, the soldiers have to do three critical things flawlessly to qualify as effective operators and team members. They include “move, shoot and communicate, communication being the utmost importance” (Gleeson, 2016, N.p). Failure to communicate effectively to employees would lead to bitterness, confusion, and bitterness among the employees. However, effective communication may eliminate various obstacles and also encourage stronger workplace relationships. If the employees understand their roles within an organization and how they contribute to the general direction and visions, there will be a sense of value and also accomplishments. Effective communication leads to the alignment and shared share sense of purpose. Therefore, effective communication is a vital element of emotional intelligence which is a tool for improving critical work relationships, exceeding goals and creating a productive, healthy organizational and workplace culture.
Types of Emotionally Intelligent Managers
Emotional intelligence is commonly known to be an essential component of effective leadership. It involves being perceptively in tune with your emotions, yourself and having situational awareness. A manager may learn to become emotionally independent and also to gain attributes which will allow him to develop emotional intelligence by accepting core emotions, connecting to them and becoming aware of how they affect his actions as well as decisions. The ability to relate emotional challenges at workplaces is a great advantage in building exceptional teams. Different managers have different traits that are related emotional intelligence. Thus there are various kinds of emotionally intelligent managers. Some of the types of emotionally intelligent managers include empathetic managers, gracious managers, and change agents. Empathetic managers are those that can relate to others and make them essential to the organization. They can understand what the employees are going through and get through difficult times without drama (Chen and Fang, 2017, p.561). Change agents are those managers that are not afraid of change and understand the change is a necessary part of life hence the need to adapt. The gracious managers are those managers who understand that there is always something to be thankful for among the employees. They don’t perceive the world as “glass half-empty,” the way most people do. They appreciate subordinates and also motivate them.
Negative effects
The negative effect of EI is that it is morally neutral. In other words, it may be exploited to promote “oneself at the expense” of others, or it may be used to promotes and help oneself at the expense of others. It has been proven that EI is a sheer Machiavellianism which is an art of manipulating others to achieve a person’s interests. In the event emotional intelligence is used in this way, the employees become just social tools to be exploited to push another person forward at a considerable cost to them. Emotionally intelligent managers have the capability of shaping their emotions intentionally to some favorable impressions. It may sometimes involve strategic disguise of a person’s emotions and also manipulation of other people’s emotions for certain predetermined strategic ends. Research conducted by Dr. Martin focused on workplace dynamics. Based on this study, the Anita Roddick who is the founder of Body Shop explained that she prefers using emotions in the workplace “Whenever we wanted to persuade our staff to support a particular project we always tried to break their hearts” (Grant, 2018, N.p). She said that she could use tactics such as shading tears. However, her cry at that point can be considered as crossing the line between motivation and manipulation. Therefore, when emotional intelligence is used that way, then it becomes manipulation rather than motivation.
A manager will low emotional intelligence may impact the workplace negatively. One of the effects of such is poor morale (Montini, 2016, N.p). When nothing appears to satisfy the boss, it will be difficult for the employees to maintain high energy levels and enthusiasm for their jobs. Employees will often feel unappreciated if managers don’t get the importance of recognizing and appreciating the employees for their achievements. Managers with low emotional intelligence will exhibit certain traits such as putting the blame on others, passive-aggressive comments and playing the victim. Employees who feel unappreciated or abused may display passive-aggressive behaviors, become emotionally distant, sabotage the company or might leave the company to go and work for a competitor.
Positive effects
Contrary, managers with great levels of EI may impact the workplace positively. They will contribute to a motivated and enthusiastic workforce. If the employees realize that their managers care about how they do their jobs, it will make a difference in the effort that they put on the work. Emotionally intelligent will also lead to better employee retention. Employees will find it easier and satisfy to work with managers who acknowledge and appreciate their efforts in the workplace. High employee turnover is often expensive because it also comes with other costs such as advertising, recruitment and training costs. However, having emotionally intelligent managers will help minimize such costs as a result of low employee turnover.
The other positive effect is the enhanced resilience. Positive emotions can enhance reappraisal and problem-focused coping. It means that the workers will manage to cope with stressful situations and remain positive. It promotes contentment, enjoyment and positive attitude which correlate with resilience, ability to cope and better performance in the workplace. Positive emotions may infuse negative occurrences with positive meanings within an organization which fosters bouncing back after unpleasant events.
Staff Motivation
Staff motivation is an internal or intrinsic drive to put forth the required effort towards work-related activities (Shirokova and Kalinichenko, 2016, p.26). It is what pushes the workers to move from average performance to good performance within an organization.
Motivation has been commonly defined as psychological forces which determine the direction of one’s behavior, level of effort and one’s persistence within an organization (Montini, 2016, N.p). Managers can use various available methods to motivate the staff, ranging from recognizing the achievements of the employees by simply saying thank you to complex schemes which incorporate set targets with predetermined rewards.
It can be considered as the willingness to put more effort to achieve certain goals or a reward. A motivated staff is often essential to an organization’s success because they tend to be more productive at workplaces. Whether the economy is shrinking or growing, finding a way to motivate the staff is often a big concern for the management. Motivating the staff is normally vital if the employer is to achieve the maximum productivity and performance.
Features of Motivation
Motivation is more of an art of encouraging and inspiring the staff to work more effectively such both the individual and organizational goals can be achieved (Sandhu and Ali, 2017, p.91). One feature of motivation is the idea that it’s a human and psychological aspect. In other words, it influences the behavior of the staff in line with organizational requirements. Motivation helps achieves the desired results by influencing and stimulating the behavior of the staff. Therefore managers need to be able to understand the desires needs and motives of every employee within an organization. Since employees differ in their approaches, different individuals may not be motivated by the same approach. In other words, motivation normally comes from within every individual.
Secondly, motivation is an ongoing/continuous process. An employee may be satisfied today but tomorrow things may not be the same. It is human nature that when one’s need gets satisfied, another one comes up almost immediately. Therefore, managers should note that motivation is not a one-time thing. It is an unending process, and it is the duty of the managers to come up with new approaches, methods, and systems to satisfy the changing needs of the workers.
Thirdly, motivation is a complex and also unpredictable. It is because human wants are unlimited and unchangeable depending on the situation and time. A person who is satisfied today may not be satisfied tomorrow. Similarly, even a low ranked employee may not be motivated by the same motivation method. Therefore, managers need to be more conscious when it comes to motivation to inspire the staff and achieve the organizational objectives.
Fourthly, motivation is a pervasive function and influences the behavior. Considering all levels of management, every manager is responsible for motivation from the top lowest levels in the hierarchy of management. Motivation is also pervasive at all levels. Managers are primarily responsible for motivating their subordinates as well as other employees in the hierarchy of management. It is critical in developing the concept of teamwork among all members of an organization.
Finally, motivation is either positive or negative and influences behavior. A positive motivation will promise rewards and incentives to workers. The incentives may be financial or non-financial. Negative motivation involves punishments for poor performances such as demotion, minimizing the wage and job termination among others. A manager may use both negative and positive motivation depending on the requirements for better performance. One of the essential aspects of motivation is the idea that it influences the subordinates’ behaviors. It may change the workers’ behavior and inspire them to concentrate more on the work. Therefore, managers have to play the lead role to influence the behaviors of the staff to realize the common goals.
Types of Motivation
There are normally two kinds of motivation which include extrinsic and intrinsic motivation. Extrinsic motivation is a type of motivation that is geared towards certain external rewards as well as reinforces (Gkorezis and Kastritsi, 2017, p.100). For instance, money and rewards among others are some examples of extrinsic motivation. Reinforces may include policy and procedures, boundary setting and disciplinary action among others. Extrinsic motivation is considered to be less effective than intrinsic motivation because it originates from outside the worker (Akila and Thangavel, 2011, p.211). For instance, external reinforces are often in the form of controls. Policies, laws are procedures often there for regulations and internal controls. Organizational rules are often put in place to provide limits as well as the repercussions for crossing the line. However, it is vital to note that most people don’t like being controlled hence the tendency of defiance and digging in their heels. Most people prefer to use their own map rather than being required to conform to somebody’s ideas about how things should be done. It is vital to note that external rewards such as job security, salary, and other benefits may not motivate employees but if they aren’t there, then the staff becomes de-motivated.
The second type of motivation is intrinsic motivation. It is a kind of motivation which is geared towards internal rewards. It is possible that people can celebrate their success whenever they perform well. Similarly, people can also beat themselves up whenever they fail. Examples of internal reward may include a sense of competence, enjoyment and a sense of achievement among others. There are also certain internal reinforces. They include a toxic shame and guilty conscience among others. Internal rewards are normally attributed to high occupational as well as academic achievements. Motivation appears to be strongest when people do it for fun or to feel some sense of accomplishment.
The other type of motivation is subconscious motivation. Sometimes we may not know why we do certain things. Subconscious motivation may include certain neural networks developed early in life which form part of implicit memory. The subconscious mind is known to use defense mechanisms to deal with anxiety or pain. Sometimes a part of us wants to do something, but another part will always hold us back. It relates to the “Carrot-or-stick” kind of motivation. Some people are motivated by carrot while others by the stick. “Carrot people” respond better to both internal and external rewards while the “stick people” respond to internal and external reinforcers (Shirokova and Kalinichenko, 2016, p.26). In other words, Carrot people are oriented to go towards pleasures while the stick people are oriented to get away from pain. It explains why the same approach of motivation may not be effective to everyone. If you take away the orientation, then the less motivated an employee becomes.
Measure of Motivation
Measuring staff motivation allows managers to assess the failure or success of a particular motivation initiative. Modern motivation tools and programs enable easy measuring of effects that a particular motivation program has on the performance of employees. It is possible to determine the ROI whether it is negative or positive of your reward programs.
Summary: What will Increase/Decrease Staff Motivation?
One of the things that increase motivation is viewing an individual’s add-ins as the primary factor in improving performance. Similarly, endless mixes of benefits such as life insurance, healthcare, profit sharing, company cars and employee stock ownership programs among others have been used by various organizations in an effort to keep their employees happy and motivated. Consequently, the modern theorists have also proposed that the levels of motivation employees feel towards their jobs have less to do with the common rewards than with the job’s design. The modern approaches involve empowerment and teamwork among others. Empowerment, for instance, gives autonomy to employees and allows them to have ideas of ownership and accomplishments, whether they are acting in teams or alone. In a nutshell, what increases motivation the most are normally non-monetary (Heathfield, 2016, N.p). They include enhanced personal fulfillment, letter of recommendation and self-respect among others. In the long run, sincere praises and also personal gestures are more effective compared to monetary rewards alone. A program to takes into account monetary reward system and also satisfies intrinsic needs can be most effective employee motivator.
Similarly, there are other factors that will decrease motivation. Such factors can be summarized as lack of satisfaction, procrastination, laziness, weakness, and indifference. Other causes of poor motivation could be a subconscious attachment to self-deprivation and drill sergeant motivation. For instance, not everyone likes being ordered around. When employees are ordered around, certain predictable things may happen. They may rebel against such orders and decline to get moving. Contentment with life the way it is may also decrease motivation by deterring one from climbing another mountain. False contentment is often a self-deception which drives one into believing that everything is alright when that is not the case. It decreases motivation.
Operational Staff Motivation
Definitions and descriptions
Operational staff motivation is a set of forces that come from both within and beyond an employee to initiate work-related behaviors and determine its direction, form, duration, and intensity (Sandhu and Ali, 2017, p.91). Motivation serves to direct employees’ attention to focus on a particular issue and to stimulate employees to put forth efforts. It results in persistence and prevents the worker from deviating goal-seeking behaviors.
Operational staff motivation can also be defined a tool that can be used to predict behaviors. Understanding what motivates workers within an organization has been in the center stage in the study of psychology (Pascual, 2017, p.732). It greatly varies among different people and needs to be combined with environmental factors and ability to influence performance and behavior.
It can also be defined as internal disposition (Pascual, 2017, p.732). It involves encouraging and inspiring the staff to work more effectively such both the individual and organizational goals can be achieved.
Features of Operational Staff Motivation
Operational staff motivation is a state of mind. A motivated worker would give his/her best to the organization. They will stay committed and loyal to the organization. One of the features of operational staff motivation is recognizing superior performance of the staff and reasonably rewarding such staffs. A sound operational motivation ensures flexibility in employee-working arrangements and is correlated to organizational goals. It also requires the modification of the nature of a worker’s job using various arrangements such as job specialization, job enrichment, job enlargement and job rotation among others. Operational motivation also involves participative management approach (Vukajlovic and Ostojic, 2016, p.307). In other words, all the subordinates can be involved in the decision-making processes. It also involves both monetary as well as non-monetary rewards. Monetary rewards are normally correlated with the performance which largely depends on an employee’s actions towards the goals and not the employee’s popularity. “Motivate yourself to motivate your employees” needs to be the management approach (Heathfield, 2016, N.p). The managers need to understand and come up with motivators that work best for every employee. Operational staff motivation also needs to encourage supportive supervision such that the supervisors will share their experiences and views with the subordinates, listen to their views and assist them in performing designated jobs.
Types of Operational Staff Motivation
There are various types of operational staff motivation. The first one is Recognition. One of the great ways to motivate your subordinates is to recognize a job well-done (Pascual, 2017, p.732). It will cost managers nothing, but it can mean everything to employees who feel under-appreciated. It doesn’t have to be excessive and lavish. However, keeping track of achievement of employees and recognizing it publicly is a great way to achieve operational staff motivation.
The second type of operational staff motivation is coaching. It is also a type of motivation that cost less in terms of money but is normally very effective as far as motivation is concerned (Pascual, 2017, p.732). However, it requires an investment of the managers’ time. Therefore, managers may use their time as a tool for motivation. It may involve having one-on-one conversations with employees who face challenges in the organization and offering non-judgmental and constructive criticism to encourage them to improve and appreciate where it is deserved (Schutte and Malouff, 2012, p.614). It is vital to note that some employees prefer developing skills or some sense of accomplishment. This training can be their source of motivation. Others also feel motivated with bid titles even with no raise in the salary.
The other type of operational staff motivation is leadership opportunities (Fermin, 2017, N.p). In the event you aren’t able to offer raises in top-performing workers, they can still be offered compensation in the form of leadership opportunities. Promoting the best workers to higher positions of authority may inspire them to keep up with the great work. It can also be helpful in retaining great workers by offering them new challenges. Employees who may get bored in their current status may look elsewhere for work opportunities that are more dynamic.
Finally, the other type of operational staff motivation is breaking from the norm. At times the professional inspiration may come from breaking from your daily grind. There are different ways that employees can have a chance to escape from the daily routine. They include company events, fun days and casual days. Managers may also break the work week by scheduling off-site seminars. The employees will not only learn something, but they will also feel that they are getting a reprieve from their normal day’s work.
Summary: What will Increase/Decrease Operational Staff Motivation?
Keeping your employees motivated is a critical element of getting the most of them and retaining the best employees. The question that needs to be answered is what actually increases operational staff motivation. Most of these factors have been mentioned but to summarize, operational staff motivation requires an initiative that takes into account monetary reward system and also satisfies interpersonal needs of your employees. Therefore, a manager should not just focus on material aspects such as better salaries and other benefits. A manager needs to have a high level of emotional intelligence to understand what really motivates every employee within an organization (Fermin, 2017, N.p). Things like better communication and personalized employee recognition should never be overlooked because they contribute largely towards increasing operational staff motivation. There is always a sense of ownership and belonging to motivated employees. In other words, managers need to take responsibility for projects and offer training opportunities for employees to improve their skills.
However, there are also other factors that can decrease operational staff motivation. One of these factors is inadequate job skills. Workers are normally motivated to succeed at a job that prepared or properly qualified. Before putting employees in a job group of greater responsibility, it is important to ensure that they have had the required training before they can get started. However, placing employees in positions where they feel inadequate may erode their confidence and motivation to succeed. Overworking an employee is also a factor that may reduce employee motivation. An overworked employee is likely to be demotivated regardless of how much overtime they receive. False contentment is often a self-deception. Finally, subconscious attachment to self-deprivation and drill sergeant motivation may also decrease operational staff motivation. Not everyone likes being ordered around.
Conclusion
People have different personalities, needs and want. Different people also have diverse ways of displaying emotions. Navigating through these factors requires tact as well as cleverness if we hope to succeed. It is where the aspect emotional intelligence becomes vital. It involves the ability to distinguish one’s emotion, comprehend what they are communicating and interpret how they may affect people who are around you. For managers, the people around them are the subordinates who work under. When a manager also understands how they feel, it allows him to manage his relationships with them more effectively. Managers with great EI are normally successful in most of the things. When a person with emotional intelligence needs help, it will get answered because they also make others feel good. They often go through life easier than those who get upset easily or those who are easily angered. In a nutshell, the benefits of emotionally intelligence managers help increase operational staff motivation.
Similarly, the shortcomings of emotionally intelligence managers hurt operational staff motivation. At times an employee may reach a point where he feels that he is manipulated. In the event of such cases, various efforts to increase motivation may not work. However, it is vital to note that benefits of Emotionally Intelligent Managers are normally greater than the shortcomings of Emotionally Intelligent Managers as far as operational staff motivation is concerned. Some of the elements of emotional intelligence that have been discussed above include self-awareness, motivation, self-regulation, empathy and social skills. The ability of managers to manage the subordinates is very essential in management. Therefore, developing and applying EI is normally a good approach to demonstrate the leader inside you and also a good way to motivate your subordinates.
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