Managerial Strategies.

HOW DOES A MANAGER effectively motivate his or her workers? Are some methods more successful than others? Does effectiveness vary from one situation to another? From one person to another?

Stephen J. Carroll and Henry L. Tosi point out seven strategies that direct, maneuver and wield workers into better work performance. The strategies are listed in order of effectiveness, not in order of frequency used.

Teamwork

Skillful managers form work groups when possible with the hope that peer pressure will induce high levels of performance. This is reported to be an effective means of motivation because individuals appear to be more concerned with living up to the expectations of fellow workers than they are for their bosses. Complexities arise when a group conforms to a low level of achievement rather than a high performance level, or when a particular work setting makes it difficult to structure group activities.

Personal involvement

Workers who are allowed to set their own performance levels will usually try to meet their own expectations. It is important to have the worker make a verbal commitment regarding his or her anticipated achievement levels. According to Carroll and Tosi, "There is also evidence that individuals and groups are most likely to attain goals when they make a public commitment to do so. This may be because such commitments are promises, and most people view themselves as persons who keep their word."

The chief problem with this strategy results from workers who maintain a low self-concept. At this point, managers are faced with the problem of motivating a worker to think positively about himself or herself so his or her self-concept will correlate with high performance. On the whole, this strategy is effective, but it might demand a manager to reinforce an employee's strengths first.

Work enhancements

With this method, managers structure jobs so the work itself provides fulfillment. According to Carroll and Tosi, "The experiment in job enrichment underway at the Saab-Volvo automobile manufacturing facilities in Sweden illustrates rather nicely how job enrichment works. Rather than the monotonous production system that characterizes auto manufacturing in the United States, at Saab-Volvo they use a team-assembly concept in which workers rotate the tasks required for building an auto. Basically, the entire group is responsible for assembling the entire auto."

One of the difficulties with this type of motivational strategy is that workers want to be compensated adequately for the work they do. When employees are expected to perform more complicated job skills, they expect increased compensation. When this does not happen, the work may no longer offer an internal incentive.

Rewards

This type of planning is based on the behavior modification approach that workers will increase or repeat the desired work performance if they are given rewards. It is also hoped that poor performance will be eradicated once the subordinate comprehends the relationship between commendable performance and rewards.

Generally, the reward approach is successful, but is not without its complications. Individuals are unique and maintain different value systems. What may be considered rewarding to one worker may be no incentive whatsoever to the next employee. "Some people prefer pay increases. Others seek promotions. Still others may desire new rugs on their office floors," say Carroll and Tosi. Establishing meaningful incentives with performance and individuals can be a difficult task for a manager.

Mutual exchange

Sometimes managers promise special privileges for the exchange of desired work performance. A supervisor may allow a worker to leave work early if he or she completes his or her task for the day, or that employee may be allowed a day away from the job if he or she finishes a required project within a specified given time.

Mutual exchange is a frequently used strategy, but not necessarily the most effective. Problems arise when the employee feels the exchange is out of balance, or when he or she cannot come to an agreement with his or her supervisor as to what would be a mutual exchange.

Competitive measures

In this design, workers compete against others for certain bonuses or prizes. Banners, plaques, vacations and free dinners are examples of some rewards offered. Sales work often uses this strategy.

Difficulties emerge when managers design contests that do not offer a fair opportunity to achieve the specified goals. If the same individuals and groups win the prizes time and time again due to the design of the contests, interest in competing is likely to grow lukewarm for many of the workers. Also, competition is against the other person, not a cooperative strategy, and work performance can actually be sabotaged due to the hostility that competition can trigger.

Punishment and fear

The least effective but frequently used method of motivating a worker is with a negative consequence, such as a verbal dressing-down, suspension or the loss of the job. Punishment may achieve immediate results, but it does not accomplish internal motivation for several reasons. First, adults are not inclined to remain in employment where they are threatened and intimidated. Second, workers who are backed by a strong union may dissolve the threat with a higher level of authority. Third, scares and intimidation can create animosity toward a superior, and employees may respond with hostility and subversion.

According to Carroll and Tosi, "Another problem with the fear strategy is that it creates a punitive climate in which individuals are afraid of being different from or of offending others. This diminishes creativity and can lead to intellectual stagnation."

It would appear the most effective motivational strategies demand the most time and concern on the part of the manager. Threatening a worker with punishment takes but a moment. Forming a cohesive work group with the team-building approach demands effort and elbow grease. If a manager is concerned only with production and immediate results, he or she may choose punishment and fear.

However, if a superior is interested in performance levels, job satisfaction and the internal motivation of his or her workers, it may be of benefit to use more effective and demanding managerial strategies.