Question One
Employee motivation refers to psychologically preparing workers to give their best in the workplaces ( Lussier et al., 2016) . There are five major theories that explain how to motivate employees. They include Hertzberg’s Two-Factor Theory; Maslow’s Hierarchy of Needs; Hawthorne Effect; Expectancy Theory and the Three-Dimensional Theory of Attribution.
Below are the three ways that I will use to motivate the employees in our company following the recent reorganization. Firstly, I will ask the new supervisors to start appreciating employees for their contributions. This rationale is driven from the Expectancy Theory. According to the theory, employees feel motivated to work hard, if they are certain that their efforts will garner them some rewards if they hit the targets. The reward, in this context, does not have to be in monetary form ( Lussier et al., 2016). So, I will urge the supervisors to always be recognizing the best employees, even by just mentioning their names and congratulating them in front of their colleagues.
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The second strategy I will employ to enhance employee motivation will be advising the current supervisors to show some care and concern for their employees. This idea is based on the Hawthorne Effect theory. According to the theory, employees provide care that is equal to the one they receive from their seniors ( Lussier et al., 2016) . This means that the supervisors in our company will first have to start showing some concerns and care for their employees before they expect them to care for the company.
The third way I will use to improve employees’ motivation will involve advising the company’s human resource management to assign employees on challenging tasks so as to improve their career and skills. This recommendation is based on Herzberg’s Two-Factor Theory, which argues that employees can only be motivated to give their best if the motivator factors are provided ( Lussier et al., 2016) . Motivator factors include feeling recognized and presence of a clear framework of career progression.
Question Two
Behavioral and Contingency
According to behavioral leadership, the ability of a leader to lead well is determined by his or her behaviors at all time. But for contingency, the ability for a leader to lead well is determined by the way he or she behaves in different situations ( Lussier et al., 2016) . This section seeks to rate president Donald Trump (in terms of behavioral and contingency) based on his recent moves.
Contingency Leadership. The recent move that can be used to rate Trump’s contingency leadership capability is the decision to impose taxes on Chinese, Canadian and Mexican imports. For many years, America has been on the frontline when it comes to advocating for free trade. As a result, every president who gets into power is expected to honor this rationale. However, America has been losing billions of dollars that could otherwise be collected if she taxed imports. Therefore, the decision of president Trump to dishonor this tradition and impose taxes on imports portrayed him as a great leader for Americans, but as a poor global leader.
Behavioral Leadership. President Donald Trump’s behavioral leadership ability can be measured using his alleged reference to Haiti and Africa as “sh*thole countries.” Although the president might have had enough reasons to justify his remarks, as a president you are always expected to watch your tongue, even when addressing your confidants. In short, these remarks exposed president Trump as an incompetent leader who cannot differentiate what is, from what is not, expected of him.
Reference
Lussier, L. N. & Achua, C. F. (2016). Leadership theory, application & skill development, 6 th edition . Boston: Cengage Learning. ISBN-13: 978-1-285-86635-2
