Pablo Ebang EBANG

BBS-GEN 300U
WIUC/03/7418
WBS308-RESEACH METHODS
DR. LEANARD KYEI

How does employee motivation increase the earnings of

organizations?
The real engine of change — and the secret behind the success of many organizations — is
engaged teams who feel the drive to improve and succeed.
The strength of employee engagement within an organization has a significant impact on the
success rate of change initiatives.
People spend their days firefighting issues and problems. Little or no collaboration takes place
amongst teams. Morale is low, and process and change initiatives frequently fail.
In companies with a weak process culture, the attitude towards process improvement and
ownership is defeatist — processes aren’t working, but what can I do about it?
Invisible leadership is one of the biggest causes of a weak process culture, and poor employee
engagement.

5 Steps to Improve Employee Engagement

 Demonstrate active leadership
 Empower the real process owners
 Sustain momentum
 Provide useful, accessible process guidance
 Ongoing communication

 Demonstrate active leadership

Get your leaders on board by proving there is an issue that needs addressing. Use evidence
gathered from sources such as customer feedback or employee surveys to convince them it's time
to take action.
Then get out among the employees, encourage and gain true commitment for change.
Assign a figurehead to communicate the vision to the organization, enabling people on the
ground to act on improvement opportunities.
  Empower the real process owners
Make process ownership real by establishing process owners and experts. Owners are the people
with overall responsibility for the process operating effectively. The expert is the person who
works with the process every day and knows it inside-out.
Support teams with tools that make managing processes easy and you'll see engagement improve
and processes come to life. Debate and act on suggestions for improvements to enable ongoing
change and improvement.

 Sustain momentum
Make process ownership real by establishing process owners and experts.
Owners are the people with overall responsibility for the process operating effectively.
The expert is the person who works with the process every day and knows it inside-out.
Support teams with tools that make managing processes easy and you'll see engagement improve
and processes come to life.
Debate and act on suggestions for improvements to enable ongoing change and improvement.

 Provide useful, accessible process guidance

If process documentation is considered difficult to use by teams, they won’t use it.  Meaningful
guidance should help teams get it right, learn new processes and drive consistency across the
organization. If it’s easy to understand and easy to use, teams will return to it again and again.
Make process information available where and when teams need it by embedding it into tools
they already use every day. 

 Ongoing communication
Communication is critical to get and keep people involved, engaged and driving change.
Celebrate successes, share information, keep it fun and establish a feedback loop.
1. How do companies use rewards strategies to influence employee performance and
motivation?
2. Why do some organizations successfully do more with less and improve their
productivity over time, while similar organizations struggle?  
3. How to handle a crisis in an organization?
 What are the characteristic of a good leader?
Based on our research, we’ve found that great leaders consistently possess these 10 essential
leadership skills:

 Integrity
 Ability to delegate
 Communication
 Self-awareness
 Gratitude
 Learning agility
 Influence
 Empathy
 Courage
 Respect

Putting It All Together: The Characteristics of a Good Leader

While successful leaders may exhibit these 10 leadership skills to varying degrees, all good
leaders leverage at least some — or most — of these characteristics.
If you don’t feel like these characteristics of a good leader adequately describe you, don’t
panic — there are ways for you to improve on your leadership capabilities, including all 10
of these core skills. At CCL, we believe that leadership is a skill that can be developed and
that leaders are molded through experience, continued study, and adaptation.

Similarly, organizations can help their people hone these skills through leadership
development training and real-world experience. That’s why we say that leadership is a
journey — different teams, projects, situations, and organizations will require you to apply
these skills in different ways.

CONCLUSION
Companies use rewards strategies to influence employee performance and motivation by
differentiating between the various levels of performance. This strategy is called pay for
performance, and it ties the employee’s performance level to a consistent framework of rewards
at each level. Research indicates that the primary reason that companies implement pay for
performance is to be able to recognize and reward their high performers. To implement a pay-
for-performance structure, HR and the organization first need to define a compensation
philosophy, then perform a review of the financial implications of such a system.

Finally, communication and training are key to help employees understand the context and
philosophy, as well as the specific methodology.