Which function of management involves motivation of employees?

All managers at all levels of every organization perform these functions, but the amount of time a manager spends on each one depends on both the level of management and the specific organization.

Roles performed by managers

A manager wears many hats. Not only is a manager a team leader, but he or she is also a planner, organizer, cheerleader, coach, problem solver, and decision maker — all rolled into one. And these are just a few of a manager's roles.

In addition, managers' schedules are usually jam‐packed. Whether they're busy with employee meetings, unexpected problems, or strategy sessions, managers often find little spare time on their calendars. (And that doesn't even include responding to e‐mail!)

In his classic book, The Nature of Managerial Work, Henry Mintzberg describes a set of ten roles that a manager fills. These roles fall into three categories:

• Interpersonal: This role involves human interaction.

• Informational: This role involves the sharing and analyzing of information.

• Decisional: This role involves decision making.

Table 1 contains a more in‐depth look at each category of roles that help managers carry out all five functions described in the preceding “Functions of Managers” section.

Not everyone can be a manager. Certain skills, or abilities to translate knowledge into action that results in desired performance, are required to help other employees become more productive. These skills fall under the following categories:

• Technical: This skill requires the ability to use a special proficiency or expertise to perform particular tasks. Accountants, engineers, market researchers, and computer scientists, as examples, possess technical skills. Managers acquire these skills initially through formal education and then further develop them through training and job experience. Technical skills are most important at lower levels of management.

• Human: This skill demonstrates the ability to work well in cooperation with others. Human skills emerge in the workplace as a spirit of trust, enthusiasm, and genuine involvement in interpersonal relationships. A manager with good human skills has a high degree of self‐awareness and a capacity to understand or empathize with the feelings of others. Some managers are naturally born with great human skills, while others improve their skills through classes or experience. No matter how human skills are acquired, they're critical for all managers because of the highly interpersonal nature of managerial work.

• Conceptual: This skill calls for the ability to think analytically. Analytical skills enable managers to break down problems into smaller parts, to see the relations among the parts, and to recognize the implications of any one problem for others. As managers assume ever‐higher responsibilities in organizations, they must deal with more ambiguous problems that have long‐term consequences. Again, managers may acquire these skills initially through formal education and then further develop them by training and job experience. The higher the management level, the more important conceptual skills become.

Although all three categories contain skills essential for managers, their relative importance tends to vary by level of managerial responsibility.

Business and management educators are increasingly interested in helping people acquire technical, human, and conceptual skills, and develop specific competencies, or specialized skills, that contribute to high performance in a management job. Following are some of the skills and personal characteristics that the American Assembly of Collegiate Schools of Business (AACSB) is urging business schools to help their students develop.

As a manager in a company, one of your primary responsibilities is to motivate your employees to do their best work. There is no disputing the importance of employee motivation; those who feel positive about their jobs are more engaged, a feeling which often makes them more productive. A manager who tries to coerce employees to “work harder” is lucky to achieve even short-term results. But one who can motivate employees can see his business goals fulfilled – proving that there is direct relationship between leadership and motivation.

Understand What Motivates Each Employee

First, managers must take the time to learn what motivates their employees, America's Job Exchange says. Assuming that everyone can be motivated by the same incentive is a mistake because people are different. Some are motivated by money and benefits; some are motivated by praise; and others are motivated by work-life balance concessions. More employees than you think may be motivated by the so-called “silent incentive”: Job security, which many people don't like discussing openly but value highly.

The first step in motivating employees in management is assessing each employee's work responsibilities and underlying motivations. An employee analysis requires you to meet with each employee individually to discuss their work-related goals. Most employees appreciate a manager's sincere interest in their lives.

Combine Work Goals with Employee Goals

As a manager, you can motivate your employees by making sure your work goals align with their work goals. This requires strategic planning and communication because you must let your employees know exactly what you expect from them.

If they do not have standards and goals that match yours, you will feel frustrated by their lack of efficiency and they will feel frustrated by their failed efforts to please you. Misunderstanding of goals leads to disappointment and failure – the opposite of the motivating forces you are striving to create. Forging this crucial symmetry can help employees approach their work with what Marketing 91 calls “full dedication.”

Lead by Example and Be Fair

One of the best things you can do as a manager to motivate your employees is to lead by example. If you are lazy, prone to procrastination or allow your temper to flare, you will likely see the relationship between leadership (or the lack of it) and motivation play out before your very eyes. In other words, you will probably see the same behavior from your employees. If you want to motivate your employees to pursue excellence in their job responsibilities, behave how you would like them to behave. Speak kindly, show respect and give praise when and where it is due.

Fairness is an important motivating factor in the workplace, too. You must create a fair system of incentives, rewards and benefits that encourages employees to work hard. As the boss, you can never show favoritism. Incorporate fair compensation programs, employee performance evaluations and consistent policies into your workplace. You must establish an equitable and consistent work environment so that you're never accused of playing favorites.

Reap the Payoff

The importance of employee motivation regularly surfaces in workplace surveys, including those conducted by Gallup. reports that only 20 percent of employees agree that their “performance is managed in a way that motivates them to do outstanding work.”

This leaves a lot of room for improvement. On the other hand, if you're reasonably happy with the level of motivation your employees demonstrate, then you should continue doing whatever you're doing. As 6q points out, the benefits of motivated employees for an organization include:

• Greater employee satisfaction

• Deeper employee commitment

• Better employee efficiency

These aren't just “one-off” results; with your steady commitment to the importance of employee motivation, they should become a long-term sense of pride in the people who help you keep your company running.

Which function of management is responsible for motivating employees?

What management function which is related to motivation?

Which management function include leading motivation and guiding employees?

Which basic function of management involve maintaining employee morale and motivating subordinates?