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Employee Demotivation

EmployeeDemotivation

Contents

Executive summary 4

Introduction 4

Problem Statement 4

Proposed Solutions to 4

Criteria for Measuring the Worth of Solutions Proposed 5

Conducting Research on the Best Alternative 5

Report Overview 5

Evaluation of Alternatives 6

Employee training and development 6

Staff motivation through Monetary Rewards and leisure Arrangements 6

Findings and Analysis 6

Productivity 6

The company image 7

Practicality 7

Employee Morale 7

Feasibility 7

Finding and analysis 7

Recommendation 8

References 9

Executive summary

Thereport seeks at analyzing employee demotivation and the various waysof managing the vice among the employees. It is a standard issueacross the industry. Demotivation is characterized by unusualsluggishness and I-don’t-care-attitude. This is often detrimentalto the success of the institution because the workforce willunderperform and thus will lower productivity in the long run.Demotivation should be appropriately addressed by the responsibledepartment in the organization as it is highly contagious which meansit can spread rapidly within the firm. The report examines thepossible causes and solution of motivation. The method of analysisinvolves literature review of secondary sources and use ofquestionnaires that are filled by the workforce. From the evaluationof the alternatives, the attempts on employee motivation should bebased on the practices that had always been in existence because themove from the practices often leads to demotivation of employees.

Introduction

Thereare various ways of motivating employees such as rewarding andtraining. Companies should ensure that there are frameworks that havethe ability to address the issues that contribute to employeedemotivation. The severe threats should be dealt with immediately andaccordingly as they are a hindrance to progress.

Problem Statement

Thelack of work morale among employees due to demotivation is a commonissue in the workplace, and my organization is no exception regardingthe same problem. The entire staff is showing an unusualsluggishness, and I-don’t-care attitude lately, and that isdetrimental to the success of the institution as a result of theworkforce underperformance and thus low productivity. Demotivation ishighly contagious, spreading rapidly within an organization. Thatpinpoints why the present group of workers within my employer firmholds negative feelings, thoughts, and low job performance. Moreover,the staff displays low-self-confidence, fear of failure, lack ofinterest or commitment to their specializations, and full ofachievement anxiety (Abu-Jarour, 2014). These are incisive threats tothe progress of any entity and must be dealt with accordingly andimmediately.

Proposed Solutions to

Thereare many ways of averting the problem such as the promotion ofteamwork, competent leadership, training and development of theworkforce, transparent recruitment, welfare and motivation, andperformance appraisal (Abu-Jarour, 2014). However, this reportselects the two strategies of employee training and development andstaff motivation solutions for the existing situation because amajority of the workforce is newly to the firm and the ones that haveserved the organization for long are overheard complaining that theirefforts are hardly appreciated. Training and development will helpimpart the required skills and confidence in workers while welfareconsideration and motivation will eliminate job monotony and induce afeeling of self-belonging to the organization the result of both ishigh performance and productivity.

Criteria for Measuring the Worth of Solutions Proposed

First,employee training and development is a vicious process with fivedistinct phases of analysis, design, development, implementation, andevaluation. The analysis stage is where the employer examines astaff’s performance and identifies the need for training whereunderperformance is detected. In design, the trainer utilizes theanalysis results to establish what the worker will learn and how. Inthe development stage, the training design is transformed into atraining material such as the provision of PowerPoint and laptops.During implementation, the actual teaching of the employee occurs.Finally, evaluation is adopted to verify the achievements of thetrainee through performance monitoring. The approach is very costlyas much as it is efficient, practical, and desirable (Abu-Jarour,2014).

However,motivation includes such actions as acknowledging best performersthrough monetary/gift rewards, providing leisure programs, adoptingfeedback management strategy, and job promotion. Staff motivation ismore affordable, easy to implement, efficient, durable, practical,and highly desirable. Whereas training and development will affectonly the selected learners, motivation impacts the entire system, andeven those who are less skilled will work harder to acquire theexperience required as a result (Abu-Jarour, 2014).

Conducting Research on the Best Alternative

Twoapproaches vital for identifying which of the two solutions best suitthe organization is the literature review of secondary sources andthe use of questionnaires to be filled by the workforce. For theliterature review, comparative case studies regarding the outcomes ofthe two approaches are critically analyzed and a method selectedbased on the results of the documented evidence-based practice.Conversely, the submitted questionnaires will be filled and analyzedto provide details concerning the most rated solution among theworkers. With the two results available, the management can make afinal decision and implement the most efficient remedy.

Report Overview

Themany ways of dealing with the problem include competent leadership,promotion of teamwork, training and development in the workplace,welfare, and motivation, transparent recruitment and performanceappraisal (Abu-Jarour, 2014). The report has adopted two strategiesin tackling the issue. They include employee training and developmentand staff motivation. The preference to training and development planwas supported by the fact that it helps in imparting required skillsand confidence in workers while staff motivations assist in theelimination of work monotony and induce the feeling of self-belongingto the organization. The combination of the two aspects results inhigh performance and productivity. Training and development weremeasured in five distinct phases namely analysis, design,development, implementation, and evaluation. Alternatively, staffmotivation was measured by acknowledgment of best performers in thecompany through monetary/gift rewards, provision of leisure programs,job promotion and adoption of feedback management strategy(Abu-Jarour, 2014).

Evaluation of Alternatives

Fewcompanies evaluate their attempts at employee motivation, arguingthat that many of the practices in these companies are in use becausethey have always been there, because similar companies do so, or dueto lack the correct information, resources or evaluation tools todetermine the efficiency of their reward practices [ CITATION Arm09 l 1033 ]

Employee training and development

Mostresearchers believe that intrinsic rewards such as employee trainingand development are more efficient in motivation of employees. Someresearches posit that the monetary rewards only serve as a platformfor motivation, pointing out that what really change the employee’sorganizational behavior is the intrinsic rewards. Mostemployers have found that employer benefits such as training anddevelopment go to great lengths towards attaining self-actualization[CITATION Jen07 l 1033 ].

Staff motivation through Monetary Rewards and leisure Arrangements

Accordingto Pinder, monetary rewards are indeed effective. They determinedthat money matters to most employees because of the figurative andinstrumental significance it bears [ CITATION Pin08 l 1033 ].

Toevaluate the effectiveness of these two alternatives, the researchconsiders their adoption in six (6) companies similar in size and inthe same industry as my employer’ firm (Company A). The evaluationenlisted the help of the human resource managers from these sixcompanies selected on basis of their size, industry, and theirevaluation of their staff motivation strategies. The criteria forsuccess shall be broadly defined by increase in productivity, Costimplications of the alternative, effect of the alternative on thecompany image, practicality of the alternative in company A, workermorale, and feasibility. The chart below defines the criteria furtherand eases analysis.

Findingsand Analysis

ProductivityEmployeetraining and development resulted in improved productivity and thismay be due to the increased skill among the employees and finding newand easier ways to carry out their normal tasks. Upon completion oftraining, some employees undertook new tasks that might have takenaway the monotony, improving their productivity.The use ofmonetary rewards resulted in productivity in the first few months butthe increase fizzled out fast in all the companies that took thisapproach.CostEmployeetraining lead to very high costs in all the companies that adoptedthis approach. Although the use of monetary rewards had a similarcost implication, the cost increase was considerably lower.

The company image

Thecompany image improved considerably in both approaches in all sixcompanies.

Practicality

Outof three companies that adopted the employee training approach, twoindicated low practicality. All three companies that converselyadopted the monetary incentive approach described the practicality ofthe approach as moderate.

Employee Morale

Whileall three companies pointed out the difficulty in measuring thiscriterion, they pointed to a marked increase in employee morale oncethey started training and development programs, and attributed theirviews to factors such as reduced absenteeism and staff turnover. Thethree companies that had adopted monetary rewards as a way ofmotivation also reported increased morale.

Feasibility

Companiesthat used employee training to motivate employees reported the totalfeasibility of this alternative as “low to moderate,” indicatingless feasibility as compared to the use of monetary rewards, whichwas ‘moderate to high” according to all three companies.

Figure1: Alternatives Analyzed by Criteria

Criteria

Training Option

Lack of Training Option

Productivity

Very high

Negligible increase

Cost

Very high

Moderate

Company Image

Improved

Negligible improvement

Employee Morale

Increased

Negligible increase

Feasibility

Moderate to High

Low

Total Feasibility of Alternatives based on criteria

Moderate to High

Low to Moderate

Finding and analysis

Thetwo strategies were examined at various aspects such as productivity,cost, company image, practicality, employee morale and feasibilitystudies. It was found out that training and development improvedproductivity due to increased skills and breaking of monotony. Staffmotivation through monetary rewards improved productivity for sometime and fizzled out. Both strategies increased the costs, employeemorale and company image. Training and development had lowpracticality while staff motivation was moderate. Furthermore,training and development had less feasibility compared to staffmotivation.

Recommendation

Fromthe two strategies, it was established that staff motivation was thebest option in addressing demotivation because it is affordable,efficient, durable, practical, highly desirable and easy toimplement, unlike training and development which affects only theselected learners. Staff motivation effect is significant in theentire system since the less skilled will feel that they are part ofthe organization and will be forced to work harder to experience theresult.

References

Abu-Jarour,S. F. (2014). Person Demotivation in Organizational Life.International Journal of Business and Social Science,&nbsp5(1),121-13

Armstrong, M. (2009). A Handbook of Human Resource Management Practice (11 Ed.). Cambridge, UK: Kogan Page Limited.

Jensen, D., McMullen, T., &amp Stark, M. (2007). The Manager’s Guide to Rewards: What You Need to Know to Get the Best for – and from – Your Employees. USA: Hay Group Inc.

Pinder, C. (2008). Work Motivation in Organizational Behavior. (2 Ed.) . New York and Hove: Psychology Press.