Motivating Employees in the Latter Stages of their Careers at XYZ

Abstract

This field project constructs an easy to follow process for motivating senior employees at XYZ. Cookie-cutter motivational techniques are unable to motivate each individual employee, with distinctive career aspirations. Motivation is difficult to sustain for long periods of time. The literature review stems from early motivational theories of Maslow and Herzberg, and streams into research of business conduct in the 21st century. The literature demonstrates various views on squeezing every bit of discretionary effort out of every employee, among a myriad of work disciplines and management styles. The review encompasses a number of books, studies and thesis describing their motivational techniques and observations. A survey conducted on the general population of the company provided meaningful data on the outlook of company’s employees, accenting their greatest motivational and demotivational factors. Freestyle comments were analyzed further, to determine motivational gaps in the company policy. The survey results identified the most pressing motivational needs at XYZ. In general, employees at XYZ felt that they were adequately motivated to work, however, in order to have sustainability and growth; a number of factors were featured and prioritized. The data analysis and results sections demonstrate the techniques needed to increase and sustain motivational growth at XYZ. Senior leadership and first line management were addressed separately and given different focus points. The focus priorities for senior leadership were identified as: 1. Improve communication and involve employees in decision-making process; 2. Squash rumors and keep the information flowing; 3. Renovate the appraisal process; 4. Cater to the needs of the aging workforce. The focus priorities for first line managers were different: 1. Appraise employees carefully and often; 2. Empower employees to run their lives at work; 3. Provide learning opportunity for your staff; 4. Communicate effectively with your staff; 5. Assess individual motivational needs and motivate accordingly; 6. Add fun and variety to work. In conclusion, the research showed that there were easily identifiable motivational gaps at XYZ, and with senior management commitment, XYZ could reap great benefits with a highly motivated workforce.