This document endears itself to explain the different ways of motivating the staff in workplace. For an organization to prosper in its activities, it is very important that it put in its fold a very motivated work force, because the work team is the pedestals onto which the organization rests on. There are various reasons that may demotivate the employees in an organization and this presentation seeks to find out these resolutions by providing an insight through two topics in the texts namely: how to motivate your staff and by looking at the perspective of Myer Briggs concerning the staff motivation. There has been huge dynamics in the workplaces and the employers have to look into these dynamics and single out those changes that could have an effect on their staff so that they attract, maintain and retain a very motivated work force.
To get the participants involved there are discussion sessions within the session of the presentation. There will be a sessions of answers and questions to get everybody involved and concentrated. As indicated above, the target audience is the employers in various organizations whose employees are not motivated in their work environment for one reason or the other. The workshop seeks to explain what could be the cause of this dissatisfaction and what the authors of the above topic say of the causes of demotivation and the solutions to this demotivation (Stanley, 2008).
As it is known by all and sundry, a motivated work place is a very fantastic place, because there exist a lot of cohesion and cooperation. The employees are very friendly and they meet their workplace targets in and on time. They are able to portray a very positive image of the organization to the outside world. Employees promote an atmosphere of trust and apparent happiness in the working place as opposed to that of mistrust and apparent hate.
The Maslow’s hierarchy of needs tries to explain the various needs of employees that may affect their motivation. On the bottom of the triangle is the physiological need which refers to basic needs such as food, air, water and clothing. The firm must pay employee sufficient remuneration to enable them meeting their basic needs. The working environment should also be conducive, for instance, it should be well-ventilated.
The other need is the safety and security. The employee must perceive their work and working place as safe and secure for them. The firm should provide permanent work contracts so that they feel secured in their jobs. In terms of physical security they should provide insurance covers to cover them for any injury and health risks at work. They should also establish pension schemes to secure their sunset days financially (Kummerow, 2010).
The third need is the need for belonging and love. The working environment should be in such a way that it promotes cohesiveness and good relationship. This could be through organizing team building workshops to give staff the chance to integrate and interact with each other well.
Fourth is the esteem need. This is the need to be appreciated for the efforts in work. The management should introduce fair promotion criteria to reward the diligent staff. It should also introduce monetary incentives for the hardworking individuals. Criteria should recognize the extemporary staff through praising them in meetings to raise their self-esteem.
The last need in this pyramid is the self-actualization. This is the need to achieve what one has always wanted in life. It is the highest but not very basic as others down the hierarchy. The work environment should provide a structure that allows workers to achieve their self-actualization in their organizations.
The next item to focus on is the Myer Briggs survey and its outcome. The survey is meant to show the psychological preference that people make when making decisions. It explains that we all have natural premises in the way we make decisions, our types of needs and how we are motivated. The outcome of this survey rests on four basic principles elucidated below.
The first is extrovert and introvert principle. Introverts are people who are conserved and they do not interact a lot with others. Extroverts are those who are outgoing and social with others. An organization should know the extreme of each of its workers and formulate motivational methods considering their category. For instance, organize retreats and party to appeal extroverts.
The second one is sensing-intuition principle. This is how people obtain information around them. Those who sense rely on their sense organ and scan the environment around them to get first hand information and hence are keen. Those who rely on intuition are not very active and are tantamount to introverts in terms of behavior and do a lot of imaginations. The employer should understand these two groups of people to deal with them well.
In terms of thinking and feeling principles, people make decisions based on the information they sense and perceive. Those people who do thinking are very objective and they work with facts and primary information. Those who use feelings are more often than not led by emotions. Thinking people notice the work that ought to be done and are hard-working and motivated by recognizing their efforts via monetary rewards and promotions. The rest are motivated just by higher pay because they are not such hard-working.
The last category is that of judging and perceiving group. This is basically on how people deal with the world around them. Judgmental people have plan in life and make structured decisions. Perceiving people takes things as they are flexible and accommodative at issues that come. To motivate each one of them, one needs to understand their nature based on this classification to make them feel accommodated and hard-working.