Greatly frustrated people may act violently. Blaming them only adds to their problems and makes the situation worse. Like all other kinds of behavior, frustration has a cause. Effective leaders know they must seek out and remove that cause (or causes) in order to correct the condition. When leaders know the symptoms, they can seek the causes. Any signs of frustration should signal alert leaders to attempt an adjustment. In individual cases, effective leaders learn the early background and history of the person. An intimate understanding of the personality traits of the worker, as well as attitudes, helps to explain many of the causes. Leaders must, of course, gain the person's confidence in order to help. People react to frustration in several ways. Effective leaders often spot the symptoms easily because frustrated people usually adopt one of these modes of behaviour: · attack · withdrawal · detour · resignation. Let's see how each of these works. 1. Attack Behaviour Attack often takes the form of verbal abuse rather than physical violence. When frustrated people fear those whom they think have caused the difficulty, they try to smear their enemies' reputations through rumours or gossip. Many wild rumours circulate in organizations by frustrated individuals who are trying to get even. The attack phase of frustration comes out by several kinds of aggressive behaviour, such as: · Unreasonably criticizing the boss/bosses or the organization · Damaging equipment · Spoiling and wasting materials · Excessive absenteeism · Constant/frequent complaining · Hostility toward fellow employees · Spreading wild rumours and malicious gossip. Managers use attack behaviour when they · Inflict heavy penalties · Strongly discipline for minor infractions · Blame employees for managerial errors. Important: If you want to be an effective leader, you must · learn to recognize attack behaviour · determine the real cause · ask yourself, is there genuine basis for dissatisfaction? 2. Withdrawal Behaviour Withdrawal involves escaping or leaving the field of action. This often takes the form of unwillingness to accept new responsibilities. Other common signs: · horseplay · frequent complaints · absenteeism.
Some of the merits is that it motivates people to work harder and pay according to each employee's efforts. Demerits may include lack of motivation and loyalty by employees.
Lack of work ethics,unrespectful treatment of employer and/or customer ,lack of good communication
Motivation is that internal drive that causes an individual to decide to take an action.There are several motivation factor for the employees including biological,intellectual social and emotional factors. The best way for employers to figure out how to inspire employee motivation at work. To create a work environment in which an employee is motivated about work, involves both intrinsically satisfying and extrinsically encouraging factors.Motivationis the combination of fulfilling the employees need and expectations from work and theworkplacefactors that enablesemployeemotivation.
To motivate and control employees, managers should use a motivation based on that particular industry or business and also based on the employee themselves. Some employees need very gentle motivation and others need to be under pressure to work their best.
it has been interpreted to mean that when employees feel important and recognized, they exhibit greater motivation to excel in their work activities
Unsatisfied employees lack productivity. Their enthusiasm to do work diminishes. They show dissatisfaction in the organization by their attitude. Their low morale affects their work and performance.
The lack of anxiety and guilt that is characteristic of this disorder makes motivation to change unlikely.
Three factors that affect the planning process in an organization is lack of team work, communication, and motivation.
lack of feedback from superiors, overwhelming work load, feeling unappreciated and not having your efforts recognised, lack of cohesion within the team , poor culture, not having your opinions heard regarding issues at work etc etc etc
In the workplace, Maslow's theory can help managers understand employees' needs and provide appropriate rewards or recognition to motivate them. Herzberg's theory suggests that factors like job satisfaction and hygiene factors can influence motivation; by focusing on both intrinsic and extrinsic factors, managers can create a more motivating work environment. Overall, by incorporating these theories into management practices, organizations can better understand and address employee motivations for improved performance.
Feedback testing in quality control provides valuable information to employees about their performance, which can be a source of motivation to improve and meet quality standards. By receiving feedback on their work, employees can see areas for improvement and be motivated to make necessary changes to enhance product quality. In this way, feedback testing plays a crucial role in motivating employees to maintain high standards in quality control and management.
The motivation behind this type of training is to create an atmosphere in which employees want to work as a team, are proud of their contributions, and enjoy the company of their managers and coworkers.