Week Three Individual Assignment: Employee Portfolio Motivat

1week Three Individual Assignment Employee Portfolio Motivation A

Week Three – Individual Assignment: Employee Portfolio: Motivation Action Plan You are a manager for Riordan Manufacturing. You recently administered a series of assessments to your three employees to give you a better understanding of their different traits. You have begun putting together an Employee Portfolio for each employee. Now you must use the information from the assessments to create a Motivational Plan.

Resources: Motivation Action Plan (attachment) and Week Two Individual Assignment (attachment) Complete the Employee Motivation Plan which is contained in the exercise and there is also a sample attached. In each of the columns there needs to be detailed summations. For example, in the Individual Characteristics column you need to include both the positive and negative factors which impact motivation that you determined from the previous assessments. The third column must have an action plan that outlines what you will do as the manager to increase the motivation of this person. The fourth column should outline which motivational theory/theories you think are most relevant to this person. Match characteristics of this theory with individual traits you are trying to improve. You can make additional comments at the end of plan if you feel the need to explain items in more detail.

Paper For Above instruction

In contemporary organizational management, understanding individual motivation is paramount to fostering a productive and engaged workforce. The process of assessing employee traits and designing targeted motivation plans enables managers to tailor strategies that align with personal characteristics and motivational needs. This paper explores the development of a motivational action plan for three employees at Riordan Manufacturing based on assessment results, emphasizing personalized approaches grounded in established motivational theories.

Employee 1: John, the Innovative Engineer

Individual Characteristics: John demonstrates high creativity, problem-solving skills, and intrinsic motivation. Positive traits include a strong desire for autonomy and recognition, resulting in consistent innovative output. Conversely, his negative factors encompass a tendency toward perfectionism, leading to frustration when projects do not meet his high standards, and occasional resistance to collaborative efforts, which can hinder team cohesion.

Action Plan to Increase Motivation: To enhance John's motivation, the manager should implement recognition programs that validate his innovative contributions, such as awards or public acknowledgment. Providing opportunities for autonomous work and challenging projects can cater to his need for independence. Facilitating team-building activities may mitigate his resistance to collaboration, fostering a more cohesive work environment. Additionally, offering coaching to manage perfectionism can reduce frustration and improve resilience.

Relevant Motivational Theories: The Self-Determination Theory (Deci & Ryan, 1985) is highly applicable, emphasizing autonomy, competence, and relatedness as key drivers of motivation. John’s desire for independence aligns with autonomy, while recognition supports his need for competence. The Social Learning Theory (Bandura, 1977) also supports modeling positive collaborative behaviors and providing reinforcement.

Employee 2: Lisa, the Customer Service Representative

Individual Characteristics: Lisa exhibits high extraversion, optimism, and a strong desire for social interaction. Her positive traits include excellent communication skills and empathy, which boost her job performance. Negative factors involve a susceptibility to burnout due to workload stress and a need for constant social engagement that may lead to distraction or fatigue.

Action Plan to Increase Motivation: To motivate Lisa, the manager should implement stress management initiatives such as mindfulness sessions and enforce reasonable work hours. Providing opportunities for peer recognition and involving her in team projects can satisfy her social needs. Encouraging her personal development through training in resilience and time management can also help prevent burnout.

Relevant Motivational Theories: The Herzberg Two-Factor Theory (Herzberg, 1959) is pertinent, where job satisfaction is driven by factors like recognition and interpersonal relationships. Maslow’s Hierarchy of Needs (Maslow, 1943) also applies, highlighting the importance of social belonging and esteem at Lisa’s stage.

Employee 3: Mark, the Technical Specialist

Individual Characteristics: Mark is characterized by a high level of technical expertise, intrinsic motivation for mastery, and a preference for detailed, structure-rich tasks. Negative traits include a resistance to change and some difficulty in communicating complex ideas to non-technical staff, which can limit his effectiveness in collaborative environments.

Action Plan to Increase Motivation: To boost Mark’s motivation, the manager should assign him roles that involve problem-solving and skill development, perhaps with opportunities for certifications or advanced training. Introducing gradual change management strategies may help him acclimate better, and coaching in communication skills can facilitate better teamwork.

Relevant Motivational Theories: The Expectancy Theory (Vroom, 1964) is relevant, as Mark’s motivation depends on his expectations that effort leads to performance and rewards. Self-Determination Theory also applies in supporting his pursuit of mastery and competence.

In conclusion, tailoring motivational strategies to individual traits based on assessment data and anchoring them in relevant motivational theories can significantly enhance employee engagement and productivity. Managers should continuously assess and adapt these plans to meet evolving individual needs and organizational goals, fostering a motivated and high-performing workforce.

References

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