《operationalmotivationplandelahunty工作激励计划德拉哈蒂》由会员分享，可在线阅读，更多相关《operationalmotivationplandelahunty工作激励计划德拉哈蒂（7页珍藏版）》请在金锄头文库上搜索。
1、Operational Motivation PlanStephen F. DelahuntyUniversity of Phoenix, Organizational Behavior 502Dr. Lois D. Wiley Anderson, Ph.D.February 26, 2002Operational Motivation PlanAn operational motivation plan will provide a structured driving force for employees to accomplish agreed-upon goals aligned w
2、ith corporate objectives as set by senior management. The technique proposed is management by objective (MBO), a proven motivational method for employment in a business organization. The incentive element of the MBO program will be to utilize bonus payments to employees that accomplish goals.Roles a
3、nd FunctionsSenior management of the firm must be committed to the operational motivation plan in order to support success. Robbins (2001) shows one reason that plans such as MBO fail is “lack of top-management commitment” (p. 191). If the MBO program is implemented and not supported wholeheartedly
4、the impact to the firm could be extremely negative from the employee perspective. Managers within the firm must commit to the first-line management of the MBO program. The execution of the program rests firmly with manager/employee goal setting, tracking, and feedback. The manager is the critical co
5、mponent to establish and supervise the program. Training for managers may be necessary to implement MBO. The human resources department will be responsible for the overall administration and tracking of the MBO program. This will provide the organizational element necessary for successful implementa
6、tion and ongoing support. Involvement of the finance department will also be necessary to execute bonus payments. However this will also be coordinated through the human resources department. Policies and procedures will be created to present guidance for managers and employees.Benefits to the FirmT
7、hrough the use of a good MBO program the firm will see increased productivity on the part of the employees. The interactive involvement of employees in MBO goal setting assists to gain a higher output in terms of performance. Robbins (2001) illustrates “the major benefit to using participation, howe
8、ver, is that it appears to induce individuals to establish more difficult goals ” (p. 191). Interaction in the MBO goal setting has been noted as important but the feedback from managers to employees also has a link to output. Robbins (2001) expands on the potential benefit of higher performance and
9、 explains “feedback on ones performance leads to higher performance” (p. 190).As noted in several sections of this paper the overall benefits for the organization will include: increased productivity, more focused employees, improved attainment of goals, employee interaction with corporate goals, co
10、ncrete progress reporting, and support for annual performance reports. Management by ObjectiveThe MBO technique proposed for motivation of employees typically includes four elements as noted by Robbins (2001) and these include “goal specificity, participative decision making, an explicit time period
11、, and performance feedback” (p. 190). The firms MBO program will address those four areas:- Specific Goals- Interactive Decision Making- Set Time Period, and- Employee FeedbackEach of these areas will be covered in sections of this paper.Specific GoalsThe first element in the MBO program is to set g
12、oals for employee target. These should be distinct and measurable. Each employee must have at least four major goals in the rating period. One goal must be training or self-development oriented.Managers should not set easily attainable goals just to be viewed as a “good” manager by their employees.
13、Robbins (2001) notes that goal setting theory demonstrates “hard goals result in a higher level of individual performance than do easy goals” (p. 190). Also, Robbins (2001) explains “specific hard goals result in higher levels of performance than no goals at all or generalized goals” (p. 190). There
14、fore goals set by managers in coordination with employees input should be specific and not easy. However the goals should also be realistic. Robbins (2001) agrees noting that “MBO implies that goals must be perceived as feasible” (p. 190). Employees will attain high achievements if they are motivate
15、d due to MBO. Rather than work on timelines not linked to any finite objective the employee will be oriented on these specific goals. A technique to be used as part of the program will include goal setting to push and possibly exceed the usual performance levels of the employees. Robbins (2001) expl
16、ains that MBO “is most effective when the goals are difficult enough to require stretching” (p. 191). A process will be established to change goals if required for various reasons. For instance the firm could decide to move in a new strategic direction. Or a new project may be instituted that requires the attention of certain employees and/or teams. That will require a change of goals for those individuals involved. It would certainly
