Employee Portfolio: Motivational Action Plan Maenell Hendricks MGT/311: Organizational Development February 1, 2012 Ron Bolender For many years, a variety of motivation theories have advanced, which the most important motivational strategies are the ones that influences workplace alignment. After assessing all three direct reports at Riordan, a facilitated process has been created to gain an understanding of the company’s mission, intent, vision, values, expectations, objectives, and employee needs.
The employees will be asked how these components fit with the outlook on the company’s impending success, and their perspective on their individual future success.
When one’s job is interesting, challenging, and consist of increasing responsibility, employees are more motivated in the workplace. After each assessment was reviewed, the results showed that all three employees’ possess different characteristics, behaviors, and needs. Elliot Revels demonstrates the ability to execute his daily tasks and a thorough understanding of the company’s policies, systems, and processes.
However, from a behavioral aspect, Elliot struggles with speaking up and acts in an unsure manner when facilitating team meetings.
This form of behavior could prevent Elliot from leading important department projects. He makes deliberate decisions due to a high emotional intelligence level. The motivational plan created for Elliot aims toward building confidence and leadership skills. Empowering Elliot with the authority to make critical decisions in regards to department projects will help increase his self-confidence.
Although Anna Hyatt possesses very strong written communication skills, her assessment reveals that she isn’t as motivated, and finds it difficult to control her emotions due to having a very high emotional level. Anna’s assessment showed that she possesses the personality of the facilitator, and seeks to please everyone. Recognition and opportunity for growth will increase her job satisfaction rate. The action plan for Anna involves providing her the opportunity to attend classes or workshops which will build her skill-set in controlling her emotions.
Anna does not plan to advance within the company, and is very happy with her current job. She has been meeting her expectations; however, the workplace environment has had a negative impact on her and others. Mary Jo is an innovator who seeks improvement opportunities, has the ability to overcome her emotions and challenges. Her assessment clearly shows that she is very unhappy with her current position and the pay rate, which has a great impact on her behavior.
She is resistant to everyone’s suggestions to change within the department, and is insensitive to others’ thoughts and feelings. On occasion, Mary Jo makes rash decisions without thinking the process through, and refuses to take accountability for her actions. After reviewing Mary Jo’s assessment for a second time, it is believed that her unpleasant behavior is a form of crying out for recognition. This type of behavior cannot be tolerated regardless of her needs not being met. It’s disruptive, and influences a hostile environment for the other team members.
Showing Mary Jo recognition for her accomplishments is a strategy that will increase her motivation level. Providing Mary Jo with a development opportunity in another department will also assist with increasing her motivational level. Allowing her to explore other positions through a development opportunity may open avenues for advancement or job change. For all three employees, commitment, open discussion, follow-up, and feedback will occur throughout the year between the manager and employees.
All employees will be required to create two development opportunities, maintain their development plans, and revise them when needed. For behavioral patterns to become customs, it takes time, and it requires time and communication for employees to fine-tune their efforts. Continuations of one on one meetings offer opportunities for reinforcement and elaboration on the positive efforts, and to instruct employees on objectives that were not accomplished as planned.
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