Introduction In This Week's Assignment: Focus On Using Heal

Introductionin This Weeks Assignment You Focus On Using Healthy Comp

In this week's assignment, you focus on using healthy competition and rewards to drive employees to perform their best. This will be the third part of your Motivational Game Plan. Scenario: In your new position as General Manager for Hometown Cars, you are responsible for increasing your company's profits by 10% for the year.

Instructions:

1. Design two competitions with rewards, one for the sales teams (both new- and used-car) and one for the service and parts team. Keeping the larger company goal in mind, develop parameters for the competitions. Refer to the Coach's Huddles and Read About It in Weeks 5 and 7 for information about healthy competition and rewards.
2. For each team competition, create a one-page flyer that details the parameters of the competition to the relevant team.
3. In 1–2 well-organized paragraphs, explain the following about the competitions on a separate page: Explain whether the competition you are creating for each of the teams is direct or cooperative. Explain how the rewards or recognition you will offer are appropriate for the competitions. Explain how you will communicate the details of your competition and the rewards offered to both the sales and service teams. Explain why competition works as a motivational strategy. Be sure to justify your responses using course learning materials.

Paper For Above instruction

In the contemporary workplace, harnessing the motivational power of healthy competition combined with appropriate rewards can significantly enhance employee performance and organizational productivity. This approach not only stimulates individual and team effort but also aligns employee goals with overall business objectives, such as achieving a 10% profit increase for Hometown Cars. The design of competitive activities must be strategic, fostering engagement without fostering negative rivalry or undue stress.

For the sales teams, comprising both new- and used-car departments, I propose a sales contest focused on monthly revenue and customer satisfaction scores. The competition will be a hybrid approach, blending individual and team elements. Each sales associate will have personal sales targets, but the team will be further motivated through a collective bonus goal that requires a combined achievement to unlock higher rewards. Rewards could include financial bonuses, recognition in company communications, or gift cards, which are appropriate as they directly incentivize high performance and acknowledged achievement (Deci & Ryan, 2000). The parameters will include clear definitions of target sales, customer feedback metrics, and timelines to maintain transparency and fairness. Flyers will be designed with brightly colored visuals highlighting the rewards, objectives, and timeline, ensuring clarity and motivation for the sales personnel.

For the service and parts team, the competition will revolve around customer service quality and efficiency metrics, such as reduced wait times and positive customer feedback ratings. This will be a cooperative competition, encouraging teamwork and shared responsibility for achieving excellence in customer care. Rewards might include team lunches, recognition awards, or additional paid time off, aligning with intrinsically motivating factors such as social recognition and the satisfaction of teamwork (Pink, 2009). Communication of the contest will involve departmental meetings, email updates, and visual progress charts displayed prominently in the service area. This multi-channel communication ensures every team member understands the goals, rules, and rewards, fostering engagement and collective effort.

In conclusion, utilizing healthy competition as a motivational strategy leverages innate human drives for achievement, recognition, and social connection. Competition, when designed thoughtfully, enhances motivation by providing clear goals, immediate feedback, and meaningful rewards, which can increase performance levels significantly (Locke & Latham, 2002). By tailoring competitions for both individual and team dynamics within the sales and service departments, Hometown Cars can foster an environment of continuous improvement and shared success aligned with its profitability objectives.

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.
• Pink, D. H. (2009). Drive: The surprising truth about what motivates us. Riverhead Books.
• Locke, E. A., & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation: A 35-year odyssey. American Psychologist, 57(9), 705–717.
• Fehr, E., & Gächter, S. (2000). Cooperation and punishment in public goods experiments. American Economic Review, 90(4), 980–994.
• Gerhart, B., & Fang, H. (2015). Motivation and Human Resource Management. Springer.
• Gillis, D., & O’Neal, A. (2016). Motivation, Rewards and Employee Performance. Journal of Business and Management.
• Camacho, L. M., & Spector, P. E. (2013). Reward systems and employee motivation: A review. Journal of Organizational Psychology.
• Ryan, R. M., & Deci, E. L. (2000). Intrinsic and extrinsic motivations: Classic definitions and new directions. Contemporary Educational Psychology.
• Chen, G., Gully, S. M., & Eden, D. (2004). Validation of a new general self-efficacy scale. Organizational Research Methods, 7(1), 45–69.
• Vroom, V. H. (1964). Work and motivation. John Wiley & Sons.