Working in one of the retail stores in the country offered me an opportunity to understand why motivation is an important thing in maintaining the workforce. I worked for a while as a cashier for the company before I resigned due to the challenges I faced in the workplace. Although the company is a leading player in the industry, the manager of that particular branch I was working lacked the understanding of the fundamental aspects that make people remain loyal to the company and feel comfortable at the workplace. The workplace lacked feedback, autonomy, and task significance. These characteristics were compromised by the inadequate control of operations and ignorance from the management. Despite working for long hours sometimes, there was no concern from the management and feedback was offered only when one made a mistake that was recognized by the management. Despite gaining significant experience that would put me in a better position at the workplace, there was nepotism and favoritism. In this light, there was no task significance because anybody from other departments would be asked to cover up for my colleagues, even those without the required experience. On the same note, working as a cashier, I was not involved in other organizational processes or contributed to decision making even in situations where my role was directly impacted. Consequently, there was no autonomy at work and I had to do what was dictated by my supervisors. The consequences of engaging in this workplace were detrimental to me physically due to long hours at work and unbalanced schedules, as well as psychological effects resulting from family-work relationships. Notably, am not the only employee who felt stressed by these conditions. Other workers quit employment at the same time I left the organization. The company responded to the case by introducing a new management team that coordinated activities and offered appropriate support to the workers.
In the first case, the manager can improve the job characteristics by enhancing task identity. Task identity can be enhanced by ensuring increased participation of the workforce in decision making and teamwork. Working as a team allows people to contribute appropriately to what they perceive as best for the team. Additionally, setting goals and objectives before commencing a project is important so that all participants can understand what they are pursuing. Also, a delegation of responsibilities and ensuring that there is accountability motivates the workers to engage effectively because they see that their contribution is valued in the company. Skill variety allows one to be creative and contributes to the innovativeness in the enterprise (Zhang and Bartol 110). The managers should have broadened the responsibilities held by the salesperson and involve such people in decision making by improving the communication between the workers and management. Feedback is an essential motivational approach to show support for the efforts one puts into a project. The managers should increase communication with the workforce to ensure that workers are aware of their strengths and weaknesses, and are offered an opportunity to advance or improve.
Managers in the Navy should provide opportunities for the workers to exercise their creativity and find their strengths and weaknesses. Redesigning the workplace to ensure that employees are not bored or suffer from fatigue, there should be appropriate scheduling. In this light, the shifts can be divided so that one can work in one area and transfer to another. Increasing the diversity of work in the workplace can reduce boredom and increase productivity for the workers (Crespi and Zuniga 21). Also, creating opportunities where the workers can volunteer and exhibit their capabilities apart from those they portray at the workplace is another way of keeping them motivated.
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Zhang, Xiaomeng, and Kathryn M. Bartol. “Linking Empowering Leadership and Employee
Creativity: The Influence of Psychological Empowerment, Intrinsic Motivation, and Creative Process Engagement.” Academy of Management Journal 53.1 (2010): 107–128. Print.