Performance Through Motivation and Conflict Management
Motivating employees to work is a challenge that leaders and managers must cope with. Intrinsic and extrinsic rewards come into play according to some motivational theories. Organizations practice different concepts to manage employees and accomplish daily operations. Many factors cause conflict in organizations. Organizations use conflict management strategies to resolve disputes in the workplace. Motivating employees and managing conflict influence the performance of an organization. Using motivation theories and conflict management strategies helps organizations achieve its mission and goals.
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This motivates and employee to prove that he or she is ready to assume more responsibility.
Many motivational theories are put to the test in different organizations to help explain processes for motivating individuals. These theories are not guaranteed to always work, but most are interrelated and even sometimes complement each other. In general terms, motivation is the driving force for attaining goals and reflects the particular interests for people in a working environment. As Robbins and Judge indicate, “Motivated employees are driven by intensity, direction, and persistence in an effort to achieve a goal” (2009). Just because an employee tries hard, does not mean it is in the best interest of the company. Her intensity must be aligned with the organizational goals of the company. Persistence measures how long a person is willing to stay on task and maintain quality of effort to accomplish his or her goal.
Some employees yearn for specific direction in setting goals, thrive on challenge, and need feedback to motivate them. Robbins and Judge conclude, “That intention-as defined in terms of difficult and specific goals, are a potent motivating force” (2009). Major industries such as lumber, automobile, and insurance have discovered positive results from the goal-setting theory in many instances (Robbins & Judge, 2009). Management by Objectives (MBO) is a program that systematically uses goal setting effectively to motivate individuals by providing specific personal performance goals. MBO sets tangible and definitive goals supported and easily understood by employees. Lower-level managers work together in setting their own goals, which proves, “MBO works from the “bottom up” as well as from the “top down.” The result is a hierarchy that links objectives at one level to those at the next level” (Robbins & Judge, 2009).
Conflict Management Strategies
Conflict occurs whenever disagreements exist in social situations over issues of substance or whenever emotional antagonisms create frictions between individuals or groups (Hunt, Schermerhorn, & Osborn, 2008). People manage conflict indirectly and directly. Managers or parties involved in a conflict should analyze the underlying reasons for the conflict, and choose a strategy that best manages the situation.
Conflict management can occur indirectly or directly. Strategies managers use for indirect conflict management are reducing interdependence, appeal to common goals, hierarchical referral, and use of script and mythology (Hunt, Schermerhorn, & Osborn, 2008). Managers reduce interdependence by decoupling, and buffering. Decoupling reduces or eliminates the contact between conflicting parties (Hunt, Schermerhorn, & Osborn, 2008). Buffering is the process of building up and inventory of inputs and outputs to absorb any output slow down or excess. Groups use...