Due 11021 Student Clc Team Elizabeth Ilagan Lashawn Tubman M

Due 11021student Clc Team Elizabeth Ilagan Lashawn Tubman Moti

Identify the diverse factors that may drive the behavior of the selected team members, what specific motivation theories and strategies will the management team use to motivate this particular team of individuals? Why do you think they will work? What motivational strategies does the management team think would be ineffective for this team? Why? Provide citations to strengthen your claims. Provide 1 scholarly source.

Paper For Above instruction

Understanding the motivational dynamics within a team is essential for fostering productivity and cohesion. Specifically, analyzing the behaviors of Elizabeth Ilagan and Lashawn Tubman requires an examination of various psychological, social, and environmental factors that influence their actions, alongside strategic application of motivation theories and management strategies tailored to their unique needs.

Several factors may drive the behaviors of Elizabeth and Lashawn. Psychological factors such as intrinsic motivation, self-efficacy, and personal goals significantly influence their engagement levels. For instance, if Elizabeth finds purpose in her tasks and perceives her contributions as meaningful, her intrinsic motivation will likely enhance her performance. Similarly, Lashawn's behavior may be driven by a desire for recognition or achievement, which aligns with her personal aspirations and values. External factors like team dynamics, organizational culture, and leadership support also play crucial roles. A positive environment that encourages collaboration and acknowledges individual efforts can motivate team members to perform at their best.

Applying motivation theories helps in designing effective strategies. The Self-Determination Theory (Deci & Ryan, 2000) emphasizes the importance of autonomy, competence, and relatedness in fostering motivation. For Elizabeth and Lashawn, providing opportunities for autonomous decision-making, skill development, and meaningful social connections can boost intrinsic motivation. For example, assigning roles that allow independence and recognizing their strengths can empower them, leading to increased engagement and productivity.

Another relevant theory is Herzberg's Two-Factor Theory (Herzberg, 1959), which distinguishes between motivators (achievement, recognition) and hygiene factors (salary, working conditions). Management might focus on enhancing motivators by setting achievable goals, offering constructive feedback, and acknowledging accomplishments. Such strategies are likely to be effective because they directly satisfy psychological needs for growth and recognition, leading to higher job satisfaction and motivation.

Conversely, certain strategies may prove ineffective for this team. For example, overly controlling or micromanaging behavior can diminish intrinsic motivation, particularly if Elizabeth and Lashawn value autonomy. Excessive focus on extrinsic rewards like monetary bonuses may also overshadow internal satisfaction, potentially leading to decreased motivation over time (Deci & Ryan, 2000). Therefore, strategies that undermine autonomy or fail to meet personal development needs are likely to be counterproductive.

In summary, understanding the specific motivators of Elizabeth and Lashawn involves considering both internal and external factors. Tailoring motivation strategies based on established theories such as Self-Determination and Herzberg's can foster engagement and performance. Equally important is avoiding strategies that could diminish intrinsic motivation, ensuring that management fosters a supportive environment that aligns with the individual drivers of these team members.

References

• Deci, E. L., & Ryan, R. M. (2000). The "what" and "why" of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227-268.
• Herzberg, F. (1959). The motivation to work. John Wiley & Sons.
• Gagné, M., & Deci, E. L. (2005). Self-determination theory and work motivation. Journal of Organizational Behavior, 26(4), 331-362.
• Pink, D. H. (2009). Drive: The surprising truth about what motivates us. Riverhead Books.
• Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370-396.
• Ryan, R. M., & Deci, E. L. (2017). Self-determination theory: Basic psychological needs in motivation, development, and wellness. Guilford Publications.
• Latham, G. P. (2007). Work motivation: History, theory, research, and practice. Sage.
• Baard, P. P., Deci, E. L., & Ryan, R. M. (2004). Intrinsic need satisfaction: A momentary approach to internalization. Journal of Applied Social Psychology, 34(3), 561-579.
• Fritz, C., & Sonnentag, S. (2005). Recovery, health, and job performance: How do individuals self-regulate?”Journal of Occupational and Organizational Psychology, 78(2), 271-283.
• Amabile, T. M., & Kramer, S. J. (2010). The progress principle: Using small wins to ignite joy, engagement, and creativity at work. Harvard Business Review Press.