Successful Motivational Strategy

Introduction

A successful motivational strategy can be as individual and unique as a fingerprint. What motivates each individual can be a pain staking process of elimination for a company in regards to employee productivity and wellness. Within this paper I will discuss the different motivational strategies that have been used in my workplace. I will then scrutinize how these motivational strategies affected productivity and moral in the said workplace. A rationalization of organizational efforts to improve performance, employees' resistance to increasing productivity, as well as the management's philosophy of motivation and its practices will be identified and explained. Finally, I will select two motivational theories that are not currently in practice at the said workplace and analyze how these motivational theories would impact the employees and management.

My Workplace

My workplace is an eclectic assortment of many different people. The company's employees are actually a sufficient example of a large melting pot of individuals. The company employees an average of 75 people that are of all ages, cultures and backgrounds. Although the company has a huge presence, it is actually a small retail store with an e-commerce division. This being said, the company is owned by a husband and wife. The husband, being the acting CEO generally makes all of the company's policies as well as procedures.

The owner of Unicahome, which is the organization I will be discussing, is a fly by the seat of your pants kind of manager/owner/CEO. Due to this fact, the company's policies and procedures tend to change quite frequently. Although the owner's views may change, he generally utilized the Herzberg theory in regards to a motivational strategy.

Herzberg's Theory

Herzberg assembled a two dimensional standard of aspects that affect individuals attitudes and feelings about their work. According to Herzberg's theory, "the absence of hygiene factors can create job dissatisfaction, but their presence does not motivate or create satisfaction." (Gawel, 2009) Herzberg felt as though there were several factors that enhanced an individual's job and they were determiners of job satisfaction. The five factors are the work itself, responsibility, achievement, recognition, and advancement.

At Unicahome it is expected that the work that you are performing should have been enough to create an internal motivation. The owner feels that the job that his employees holds is so important that they (all employees) would not need or require any amount of additional or external motivation. It is expected that you will work hard at your position for as long as it takes

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