Motivation in the Workplace
Motivation in the Workplace
University of Phoenix
PSY 320
Motivation in the Workplace The workplace at Roadway Express consists of a diverse group of employee, all which have unique motivational needs. Some employees try hard to meet their own personal goals and satisfaction levels. Others need to be pushed along with extrinsic motivators to compensate their lack of intrinsic motivation. Ultimately, the level of an employee’s motivation impacts their performance and the overall productivity of the Roadway Express workplace. This paper will explore what methods management currently uses to improve performance, how employees have responded to attempts at improving their performance, management’s philosophy and ability to consistently motivate, and an analysis of how the expectancy x value theory would impact the workplace if implemented.
Motivational Methods Two methods used by Roadway Express to motivate employees to produce at a higher level are intrinsic and extrinsic motivators. It should also be noted that Roadway express contains two different groups of employees. There are non-union employees comprised of front line supervisors, clerical staffing, and technicians and there are union employees that make up the direct labor force. For non-union employees, the company offers extrinsic motivators such as an attractive benefits package, excellent salary, 401K contributions, flexible scheduling, tuition reimbursement, and a rewards program. The rewards and incentives program includes bonuses based upon goals set during yearly performance reviews. This gives the employee the opportunity to perform well and be compensated for it. While these motivators help lure in job candidates and provide initial surges of productivity, they are not the real substance of what motivates the non-union employees to improve performance in the long term. Roadway Express offers many intrinsic motivators as well such as a comprehensive coaching and mentorship program
University of Phoenix
PSY 320
Motivation in the Workplace The workplace at Roadway Express consists of a diverse group of employee, all which have unique motivational needs. Some employees try hard to meet their own personal goals and satisfaction levels. Others need to be pushed along with extrinsic motivators to compensate their lack of intrinsic motivation. Ultimately, the level of an employee’s motivation impacts their performance and the overall productivity of the Roadway Express workplace. This paper will explore what methods management currently uses to improve performance, how employees have responded to attempts at improving their performance, management’s philosophy and ability to consistently motivate, and an analysis of how the expectancy x value theory would impact the workplace if implemented.
Motivational Methods Two methods used by Roadway Express to motivate employees to produce at a higher level are intrinsic and extrinsic motivators. It should also be noted that Roadway express contains two different groups of employees. There are non-union employees comprised of front line supervisors, clerical staffing, and technicians and there are union employees that make up the direct labor force. For non-union employees, the company offers extrinsic motivators such as an attractive benefits package, excellent salary, 401K contributions, flexible scheduling, tuition reimbursement, and a rewards program. The rewards and incentives program includes bonuses based upon goals set during yearly performance reviews. This gives the employee the opportunity to perform well and be compensated for it. While these motivators help lure in job candidates and provide initial surges of productivity, they are not the real substance of what motivates the non-union employees to improve performance in the long term. Roadway Express offers many intrinsic motivators as well such as a comprehensive coaching and mentorship program
References: Mind Tools. (2013) . Locke 's goal setting theory. Retrieved from www.mindtools.com. Reeve, J. (2009). Understanding motivation and emotion. (5th ed.). New York: Wiley.