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MOTIVATIONAL PLAN Motivational Plan Katrina Le`Vere University of Phoenix LDR 531 March20, 2012
MOTIVATIONAL PLAN 2 When leaders show a positive attitude about a mission or project, workers show anincreased desire to perform and reach the goal. The challenge comes when a project has a longduration of time to complete. For example, a team leader has a year to complete a project and sheneeds ensure each member of the team contributes to help complete it. She has given the teamtimelines and performance guidelines that need to be met, but the fact this project will last anentire year has the team discouraged. Removing the team’s discouragement is the first task forthe team leader. Next is to increase the team’s motivation, job satisfaction, and performancenecessary to complete the long-term project. To accomplish this, the team leader must evaluatemotivational theories and strategies and develop an effective motivational plan. Long-term projects require organization and dedication, which is a challenge especiallywhen a leader has to motivate a discouraged team. Team members along with the team leaderfeel the pressure of working a project that seems to have no end because a year is a long time.The team leader realizes that the team’s success depends on the team’s commitment to thisproject and the organization. She realizes establishing a positive relationship with the team willimprove their motivation but strong leadership will ensure the job gets done. She must empowerher teamby highlighting the significance of the project.Recognizing their different attitudes,emotions, and personalities help to understand them on a personal level and assess their strengthsand weaknesses. The team leader must maintain her motivationand control to motivate her teamand produce results. Team members are more likely to give their full attention to the projectwhen they understand the purpose and their role. The team leader’s motivational plan starts with the two-factor theory proposed bypsychologist Frederick Herzberg(Robbins & Judge, 2011).The team’s response to the duration ofthe project suggests there are intrinsic factors affecting their motivation like the feeling the
MOTIVATIONAL PLAN 3project is a waste of their time and energy (Robbins &Judge, 2011). Conducting a meeting withher team began the process of accessing their discouragement andincreasing their morale.Duringthe meeting the team leaderoutlined the purpose of the project, the need to complete it and theimportance of their participation. She applied McClelland’s theory of needs realizing the teamwas lacking the need to achieve. She began to break down the project into12phases with acompletion time for each phase. This would help remove the team’s discouragement by focusingon completing phases over weeks and months instead of an entire year. She wrote a list of tasksfor each phaseon the meeting room board and applied the expectancy theory after a thoroughexplanation of the tasks each team memberselected. Expectancy theory focuses on individualeffort, individual performance, organizational rewards, and personal goals(Robbins & Judge,2011). The team leader wants to ensure each individual in the team understand his or her role andresponsibilities.Oncethey selected their tasks she solicited their input on completion timelines forthe tasks and conducted monthly review meetings to track progress and eliminateprocrastination(Robbins & Judge, 2011).She wanted to draw out their willingness,ownership,and control by using the self-determination theory. The team leader required the teamto complete certain tasks individually as well as collectively tohelp the teamachieve competenceand develop positive connections with each other. During the monthly review meetings theteam leader applied the goal-setting theory byproviding feedback(Robbins & Judge, 2011).Goals need to be both specific and have a level ofdifficulty to challenge the team individually (Motivation in Todays Workplace, 2010). Sherealized the team willdo better when given feedback (in the form of counseling) on how wellthey are progressing toward their goals because it identifies discrepancies between what theyhave done and what they want to do. To increase their motivation she encouraged self-generating
MOTIVATIONAL PLAN 4feedback,which is a more powerful motivator than externally generated feedback. It provides anopportunity for them to evaluate their own accomplishments and helps the team leader evaluatethe team member’s job satisfaction.Also during the monthly review meetingopenlyacknowledged team members who completed their tasks exceptionally and ahead of schedule.She planned to have management recognize her team’s efforts at the project completion byrecommended a variable-pay programfor rewarding individual employees with bonuses, profitsharing, merit-based pay, and employee stock ownership as an incentive forcontributionsto theorganization(Robbins & Judge, 2011). People are the most dynamic force in the workplace. A leader must demonstrate anability to lead, motivate, and problem while dealing with her personnel’s attitudes, personalities,performance, job satisfaction, and individual values. The team leader’s approach to the situationwas empowering leadership by highlighting the significance of the work, providing participationin the decision-making, conveying confidence that performance will be high, and removingbureaucratic constraints (Zhang &Bartol, 2010). The leader’s motivational plan uses variousmotivational theories and strategies to motivate her team to perform at his or her highestpotential. There is a belief that "motivation is the art of getting people to do what you want themto do because they want to do it" (Dwight Eisenhower). This is essential in workers feeling andtaking ownership in the things they do on the job. Motivational theories employed in themotivational plan were the two-factor theory, McClelland’s theory of need, expectancy theory,self-determination theory, goal-setting theory,cognitive evaluation, and reinforcement.
MOTIVATIONAL PLAN 5 ReferencesMotivation in Todays Workplace: The Link to Performance.(2010).HRMagazine.(page55(7)).Judge, T., Robbins, S. (2011). Organizational Behavior: Motivation concepts.(Fourteenth Edition Ed.).Judge, T., Robbins, S. (2011). Organizational Behavior:Motivation: From concepts to applications.(Fourteenth Edition Ed.).Yukl, G. (2010). Leadership in Organizations:Introduction: The nature of leadership.(Seventh Edition Ed.).Zhang, X., Bartol, K. M. (2010). Linking Empowering Leadership and Employee Creativity: The influence of psychological empowerment, intrinsic motivation, and creative process engagement. Academy Of Management Journal, 53(1), 107-128.