Motivation And Empowerment – Coursework Example
MOTIVATION AND EMPOWERMENT Motivation and empowerment could be said to be interrelated. This is because a well motivated organization is an empoweredorganization, where the employees and all people onboard put in their best to help achieve the basic objectives and visions of the organization (International Labor Organisation, 2007). Today, organizational leaders use different forms of motivational and empowerment strategies to yield results and achieve their goals in the organizations. In all, most of these strategies could be described as either intrinsic or extrinsic. Intrinsic motivation does not involve any physical materials but extrinsic motivation does (Mustapha, 2008; Labor Laws and Clarifications, 2010). Three of such intrinsic and extrinsic motivational strategies that can be used include upgrading of the skills and knowledge of employees through further education; promotions leading to internal recruitment; and commitment rewards.
Of the three, I have had personal with the use of promotion leading to internal recruitment as a motivational and empowerment strategy. In using this particular strategy, the employer makes employees aware that in the event of a vacant position at the top of the hierarchy, existing employees at the lower rank of the hierarchy would be the first to be considered for placement before external recruitment happens. Once this idea is put in the minds of the employees, they become motivated to work so hard to catch the attention of their managers and employers. Subsequently, they find ways of improving their skills and knowledge so that they will be more qualified for the pending positions. This has been an effective strategy to ensure that the workforce is always well skilled and knowledgeable. Moreover, this is a form of motivation in which the followers have an understanding that their leader really appreciates their efforts and inputs (Gardener, 2008). To this end, the followers do not hesitate at all in putting up their best in terms of productive delivery.
Gardener, J (2008). Global Labor Relationships. The International Laws on Labor. New York: Wiley, Ebrary Reference
International Labor Organisation (2007). Macedonia Labour Relations Act, dated 27 December 1993. NATLEX. Accessed October 7, 2012 from http://www.ilo.org/dyn/natlex/docs/WEBTEXT/47727/65084/E93MKD02.htm#c10.
Labor Laws and Clarifications (2010). Encyclopedia of Labor Market. Hoboken: Wiley, ebrary Reference.
Mustapha, A. (2008). Corporate Social Responsibilities. London: Washington Writers League.