Motivation Application for FMC Green River
What is true for the majority may not be for the minority. This is a familiar note commonly regarded in the field of economics as the fallacy of sweeping generalization. This can be strongly reflected in analyzing what is best for FMC Green River and perhaps, to other similar companies, in terms of motivation. Different people are motivated with different things. In organizational behavior, the level and delivery of motivation can be accorded as one of the most essential ingredients of a healthy working environment. Motivation, as defined, is the willingness of an individual to perform a particular task given the conditioning factors in the form of rewards or reinforcements (Robbins, 2006). In FMC Green River, it is noted that Kenneth Dailey, the manager, motivates his employees by entrusting them with responsibilities and high-level of trust to produce high-quality results. The level of involvement though in the decision-making processes and rewards system is not as high as the one with FMC Aberdeen. Nevertheless, the current motivation scheme in FMC Green River is apparent in the output or the products generated. High-quality results equates to deserving rewards – the Green River division being the highest-paid group of employees in the entire FMC Corporation. One should, however, keep in mind that pay per performance may not be able to address the work morale of an employee that continually searches for boosting and empowerment (Frey, 2002). Basically, rewards can serve as the ‘catalyst’ for improved performance and efficient productivity. But rewards, as such, are not sufficient as this always go hand-in-hand with the type of management implemented in the company (Accel Team, 2007). Human nature is very complex, regardless what industry or field of work we are pertaining to. Managers should be able to understand that the company cannot force something unto their employees and expect impressive results. Motivation of employees is key, for instance in FMC Green River, money rewards should not be entirely the form of reward. Employees look for personal growth and development that could not or never be leveled-off with money against by other people.
There should be more interaction and allocation of responsibilities per work team to encourage socialization and creative thinking. More employee training and product updates should be incorporated. In fact, there is no need for the managers to put up a formal motivation scheme for implementation because by simply integrating new things or events within the organization, the employees are more enthused and find that everyday is not just any other day in the office, but a new day each and every day. To other companies, the motivation application through high employee authority in FMC Aberdeen may not really work well for all. Factors such as nature of work, culture being observed, bureaucracy influence and the involvement of the management with its subordinates play a significant role on how and what type of motivation system would work best for your employees. In motivation, certain myths should be avoided from happening in order to truly support the individual. Here are some to name a few: (a) fear being the best motivator; (b) money is certainly a good motivator; and (c) managers can motivate employees fully (McNamara, 2007). These show how complex individual needs are in the working arena. Perhaps this also reflects the truth to the expectancy theory in relation to motivation – employees act in a certain manner depending on the strength of the expectation that another positive event will take place as soon as he/she completes the certain task (Robbins, 2006).
FMC Green River depicts that motivation may come in various ways and in different duration or period in time but what counts is that employee performance is recognized and credited accordingly. He may or may not receive the biggest pay after all, compared to other employees in other companies, but having felt that he is needed and valued by the company he is working for spells the entire difference.
Accel Team. 2007. Employee Motivation: Theory and Practice. Retrieved from www.accel-team.com on 27 July 2007.
Frey, B. 2002. Successful Management by Motivation. Retrieved from www.springer.com on 27 July 2007.
McNamara, C. MBA PhD. 2007. Clearing Up Common Myths about Employee Motivation. Retrieved from www.managementhelp.org on 27 July 2007.
Robbins, S. 2005. Essentials of Organizational Behavior, Eighth Ed. Pearson Prentice Hall, New Jersey.