Training Managers to Motivate Employees
Abstract There are a variety of management styles in the field of training and development. With there being so many styles, can training help managers adopt a more autonomy-supportive motivating style toward employees. Will the employees of these managers in turn show a greater workplace engagement? Research shows managers that participate in training, have a more significantly supportive management style. This paper will discuss the managers’ motivating styles and the benefits to employees when managers become more autonomy supportive.
One of the most challenging parts of a manager’s job is the managerial effort to support employees’ motivation. A key determinant of how effectively a manager nurtures and supports employees’ motivation is the manager’s motivating style, because the quality of a manager’s style affects employees’ work-related motivation. Recognizing the important relationship between managers’ styles and employees’ motivation; a question arise, Can management style be meaningfully influenced by training? The research conducted sought out to determine whether or not managers could be trained to motivate employees. With the newly developed motivating styles will it be effective and reciprocated by the employees. The research will also investigate whether or not the employees of trained managers have a higher quality of work place motivation and greater workplace engagement. In the training and development literature, management skills and strategies are generally accepted as malleable, as flexible, learned behaviors, and are therefore teachable or trainable (Bryce 2000). However, management style has historically been considered a deeply rooted characteristic, a hard-wired brain dominance characteristic, personality trait or individual difference that defines the individual as a manager (Bryce 2000). Yet few studies have been carried out to test whether or not management style can, indeed, be taught, and whether or not explicit
One of the most challenging parts of a manager’s job is the managerial effort to support employees’ motivation. A key determinant of how effectively a manager nurtures and supports employees’ motivation is the manager’s motivating style, because the quality of a manager’s style affects employees’ work-related motivation. Recognizing the important relationship between managers’ styles and employees’ motivation; a question arise, Can management style be meaningfully influenced by training? The research conducted sought out to determine whether or not managers could be trained to motivate employees. With the newly developed motivating styles will it be effective and reciprocated by the employees. The research will also investigate whether or not the employees of trained managers have a higher quality of work place motivation and greater workplace engagement. In the training and development literature, management skills and strategies are generally accepted as malleable, as flexible, learned behaviors, and are therefore teachable or trainable (Bryce 2000). However, management style has historically been considered a deeply rooted characteristic, a hard-wired brain dominance characteristic, personality trait or individual difference that defines the individual as a manager (Bryce 2000). Yet few studies have been carried out to test whether or not management style can, indeed, be taught, and whether or not explicit
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