Organizational Motivation And Leadership In The Workplace

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Introduction

The importance of having everything flowing smoothly in the workplace cannot be gainsaid. Unfortunately, many are times when this is not the case. On numerous occasions, there will always be a hitch in the workplace resulting from conflicts between workers and the management, between workers, or even issues such as absenteeism and employee apathy. As much as most of these problems are common and, therefore, should not be causing ripples in any company, they sure can halt the running of a company if they go unresolved. Take, for example, a company like IBM or International Business Machines Corporation. This is an American multinational corporation that specializes in technology and consulting. It manufactures and sells varied items such as computer hardware, software, while offering consulting, hosting and infrastructure services in varied areas such as nanotechnology, as well as mainframe computers. As one of the world’s largest technology companies by market capitalization, employee apathy is inevitable. Quite a large number of employees spend their time carrying out non-work related activities such as social calls, emails, surfing the net and day dreaming among others. Unfortunately, employee apathy is not limited to any rank. Employee empathy in IBM results from conflict issues between colleagues and management, as well as burnout leading to high stress levels and emotional exhaustion.

How motivational theories can be applied in the selected situation

Managers and leaders have always recognized the importance of employee motivation. Employee motivation refers to the psychological processes that energize, maintain and direct action towards a task, project, role or job. Carl Valencia opines that unmotivated employees spend little effort in their work and would leave an organization if given the chance (2004). However, motivation may be used to curb employee apathy in the organization. According to Carl the behavior of workers is influenced by their expectations and wants, as well as the extent to which the employer strives to meet them (2004). This is in line with expectations theory of motivation. In essence, International Business Machines Corporation should strive to recognize the likes and preferences of its workers and try as much as they can to meet them. This is especially as far as fulfilling its promises to its workers is concerned. It is noteworthy that when an employee is promised certain reward but ends up not getting it due to increased demand for that reward, his commitment or even the meaning she attaches to the job will be modified. In essence, the motivation of workers does not emanate from inborn drives but rather their expectation, which are modified with change in their orientations and priorities to work.

Another theory of motivation that would curb against employee apathy is the equity theory of motivation (Carl 2004). This theory touches on the potential rewards that an individual has been promised. This theory opines the response of employees to situations is determined by how equitably they have been treated. In essence, they will make comparisons between themselves and their colleagues. This theory suggests that equitable comparisons would bring about tension or dissonance, which motivates an individual to engage in a certain behavior in order to relieve that tension (Maureen & Carol 1999). According to Susanne, individual employees constantly compare themselves in terms of the terms and conditions under which they work and their salaries with those of their colleagues or of similar groups in other organizations. In essence, in case the employees feel that they are treated unfairly, their contribution and effort will be negatively affected (Jex & Britt 2008). This, therefore, underlines the importance of having the company look at the equity amongst workers in the same group within the organization, as well as in other organizations and aligning them accordingly.

Analyze the role of organizational leadership in your selected situation

Organizational leadership plays a major role in both promoting and curbing employee apathy. Eran (2006) defines leadership as the behavior that imparts purpose, guidance and meaning to collectivities by clarifying a collective vision that is appealing to the followers’ self-perceptions, motives and ideological values. This behavior leads to increased awareness of the values of the organization, abnormal effort levels, and propels them to forego their self-interest for the benefit of the collective (Eran 2006). Organizational leadership refers to the ability of an individual to influence others to carry out tasks out of their own free will. In essence, organizational leadership is more about inspiring obedience than using force, in which case most modern theories are about transformational and transactional leadership. In transactional leadership, employees function according to the wishes of the leader since they believe that they stand to benefit. Transformational leadership emphasizes on emotional excitement. It raises the awareness of the employees on the essence of growth and makes self-expression valid while motivating them to improve their performance levels. In essence, such leadership influences their expectations and modifies their values and beliefs while uplifting them as far as the hierarchy of needs is concerned.

There is a higher relationship between organizational performance level and transformational style of leadership than between organizational performance and transactional leadership style (Eran 2006). In curbing employee apathy, it is noteworthy that employees choose to carry out certain tasks when they identify with the organization or the leader. The relationship results from the basic agreement of the employee with the performance standards to which he should adhere. In essence, the performance of the workers can be uplifted through transformational leadership, which would identify and internalize the desirable values (Eran 2006). In reducing employee apathy, it is imperative that the management acknowledges the source of the problem, communicate with employees, and listen to their grievances. On the same note, looking at the needs of the employees is imperative, as well as implementing the right compensation and incentives. As much as incentives would not motivate workers in the long term in case there are leadership problems in the company, the right incentives would raise the excitement and eagerness of the workers.

Role of power and influence in employee apathy

In any organization or institution, leadership comes with power and influence. This, therefore, underlines the relationship between employee apathy and power. According to Lorraine (2005), employees are disempowered when they do not have access to opportunities in which they can grow or develop. They may be excluded from processes of decision making or even be deprived of resources necessary for the performance of their jobs, yet be held accountable or responsible for their action. In essence, workers feel incompetent and frustrated, in which case their loyalty to the organization decreases. This has a negative implication on their effectiveness as far as achieving organizational goals is concerned (Lorraine 2005). Disempowerment of workers may be manifested in apathy or disinterest, which subsequently has a negative influence on the workers’ performance. Employee apathy may also result from feelings of powerlessness or frustration. Even in instances where people have power, if they do not perceive that power, there would still not gain anything.

Research shows that, exercise of power may create a social distance between employees and their employers. This is especially when that power is exercised in a forceful or authoritarian way. This social distance may lead to an even more forceful utilization of direct authority, which consequently heightens the social distance between the employees and employers. In essence, the employees feel devalued in which case the employers end up being out of touch with the employees. This, therefore, leads to loss of initiative, motivation and enthusiasm.

Nevertheless, people in power can use their influence to curb apathy. This can be done by rewarding employees when they show any initiative, especially as far as adopting the suggestions of employees where practical. Their ideas should be linked to the actions of the management. When the management shows that it believes in its employees, most of them become engaged and strive towards meeting the expectations of the company.

In conclusion, workplace apathy results from feelings of frustration, especially when employees do not feel fully involved or appreciated. Motivational theories explain that employees may be disinterested in their work if their expectations are not met or if they feel that they are not getting a fair treatment. In curbing apathy, it is imperative that the appropriate reward systems be put in place.

References

Susanne T, 2004. Motivation and the Meaning of Work. International management journals. Web Retrieved 10th April 2012 HYPERLINK “http://www.managementjournals.com/journals/hrm/article19.htm” http://www.managementjournals.com/journals/hrm/article19.htm

Maureen L. A & Carol T. K. 1999. Old Friends, New Faces: Motivation Research in the 1990s. Journal of management. Web 10th April 2012 from HYPERLINK “http://www.uk.sagepub.com/fineman/Reading%20On/Chapter%2004a%20-%20Ambrose%20and%20Kulik.pdf” http://www.uk.sagepub.com/fineman/Reading%20On/Chapter%2004a%20-%20Ambrose%20and%20Kulik.pdf

Carla Valencia, Motivation and Productivity in the Workplace. Westminster Salt Lake City. Retrieved 10th April 2012 from HYPERLINK “http://www.westminstercollege.edu/myriad/index.cfm?parent=2514&detail=4475&content=4798” http://www.westminstercollege.edu/myriad/index.cfm?parent=2514&detail=4475&content=4798

Eran V. 2006. Leadership style, organizational politics, and employees’ performance: An empirical examination of two competing models. Emerald insight. Web retrieved 10th April 2012 from HYPERLINK “http://poli.haifa.ac.il/~eranv/material_vigoda/PR2007.pdf” http://poli.haifa.ac.il/~eranv/material_vigoda/PR2007.pdf

HYPERLINK “http://findarticles.com/p/articles/mi_m3495/” HR Magazine / HYPERLINK “http://findarticles.com/p/articles/mi_m3495/is_n8_v41/” August, 1996

Lorraine M. 2005. Transformational leadership: a cascading chain reaction. Journal of Nursing Management. Web retrieved 10th April 2012 from HYPERLINK “http://jpkc.henu.edu.cn/glxlx/uppic/Transformational%20leadership%20a%20cascading%20chain%20reaction.pdf” http://jpkc.henu.edu.cn/glxlx/uppic/Transformational%20leadership%20a%20cascading%20chain%20reaction.pdf

Jex, S. M. & Britt, T. W. (2008). Organizational psychology: A scientist-practitioner approach (2nd ed.). Hoboken, NJ: Wiley.