What types of motivational strategies are applicable to improve employee productivity?
The first and supremely important strategy of an organization is to empower the employees. Employees are empowered by being accorded trust, authority and encouragement to accomplish a certain task. Corporate intrapreneurship is being promoted by managers in organizations. Therefore, employees are in a position to come up and promote their new ideas. Empowered employees are therefore motivated to perform their responsibilities in the work place and this ensures employee’s productivity (Ding 22).
An effective reward system for employees usually boosts employee’s morale and this cumulates to a substantial degree of productivity. The management should launch an Employee of the Month, Quarter or Year system of rewarding employees in the organization. The reward should satisfy the basic needs of all employees. Managers usually reward the best performed employees in order to reinforce employees behavior and as a sign of appreciation for the job well done. This reward usually motivates the employees and therefore, they work to their full potential. This will ensure there is more consistent and efficient work done by the employee hence increase productivity (Ding 23).
Redesigning jobs relieves employees from unenthusiastic and same daily activities which are boring. Job scope and job depth are the factors that are considered when redesigning jobs. Redesigning of jobs includes job enlargement and job rotation. Job enlargement, which increases the variety of tasks that can be offered by a particular job, reduces monotony and boredom. Therefore, the employees work quality increases drastically. Job rotation ensures that the employees get an experience of different jobs in the organization. This idea offers variety and a good exposure to all the employees hence ensuring productivity and satisfaction (Ding 24).
How can an organization develop young managers and make them positively influence their subordinates? What needs to be done to achieve so?
Pygmalion effect is a notion that if people begin believing in themselves, they prove to be very effective. Promotion of young professionals into managers is a mark of position of authority and also comes with more responsibility for others in the organization. The young managers face a very big challenge because of age-related skepticism. However, the organization plays a big role in developing these young managers. The organization trains the young managers to concentrate on the role they are to play in the organization and not dwell on the fact that they are young (Uen, Wu and Huang 2).
The organization conduct several management development practices such as on-the-job training where the young manager is given tips on how to handle certain issues in the organization. Mentorship and career planning talks are conducted for the young managers in order to inform them of the new job identity they hold and to sharpen their decision-making capabilities. All these practices aim at combining the learning needs and necessary skills of the young manager with the expectation of the organization to amend and improve the abilities of the young manager (Uen, Wu and Huang 3).
Young managers are able to make subordinates of different age groups feel comfortable in the organization by emphasizing on team work. The young managers stipulate clear roles and responsibilities in the organization in order to help the subordinate understand what they are accountable for. This also helps to motivate employees to take up ownership and pride in the results. Young managers constantly praise the subordinate who in the long run become highly productive. Empowering the subordinate by providing trust, authority and encouragement to accomplish a certain task, ensures that the subordinate perform to their full potential (Uen, Wu and Huang 5).
Works Cited
Ding, Mae Lon. “Answers to the Competitive Challenge to Employee Productivity.” Personnel Systems Associates Inc (1991): 22-25. Print.
Uen, Jin-Feng, Ting Wu and Hui-Yu Huang. “Young managers’ Interpersonal Stress Relationship to Management Development Practices.” Blackwell Publishing Ltd. (2008): 2-5. Print.