Business

Can you write comments seperately for these 3 thoughts. And say agree or disagree.
First thought: After reviewing Jack Welch’s “Motivation” video, successful organizations and CEO’s build self-confidence by giving employees chances to stretch their abilities. It’s important as a leader to provide encouragement to all levels of employees. I found this video very interesting because my organization mirrored GE’s process improvement technique, six sigma and their employee engagement strategies. At the time my organization adopted this strategy Jack Welch was the CEO of General Electric.

From the video, I understand that the primary difference between the two types of motivation is that extrinsic motivation arises from outside of the individual while intrinsic motivation arises from within. When it comes to extrinsic motivation, my department has a monthly “Best Call” campaign. The calls are reviewed by a senior leader of the organization and the final prize is delivered by the same senior leader. We have 2 prize winners and 2 runner ups. Since my leadership team already does quality assurance on each team member, this contest motivates the team to submit calls that we could potentially use for training purposes and since this contest, we have seen improvements in the overall department’s quality.

Concerning intrinsic motivation, my organization is known for “stretch assignments”. Within my department, I will ask for volunteers or try to approach some employees that have a passion in this particular area. We use their expertise to get buy in from the rest of the staff, especially when it comes to change management. My leadership team will also have these selected folks take their passion in the area and encourage them to either join a committee or six sigma project where their passion is affected. I find that this is very successful amongst the team because their voices are heard and they are able to provide input or feedback and also feel a part of the change. This type of approach has proven to be successful within my department because our employee engagement scores are the highest within the organization.
Second thought: I find it very interesting that every year Jack Welch gave pink slips to the bottom 10% performers. I would think this would instill fear in employees, but for GE it worked as a motivator. My organization does not follow this model. Also, every employee gets the same percentage raise every year, not dependent on merit. However, there were similarities. To speak on the intrinsic motivators, Welch mentioned better jobs and better job content. I feel as though my organization offers employees the ability to hone their skills and move into a position they best fit. Like GE my company has a “Leadership Institute.” Employees are nominated to participate in the year long program. Typically at the conclusion employees receive promotions or move to positions they best fit. This program also touches on another point Welch makes, which is to take care of your stars. If leadership sees the potential in an employee, they invest in them. This gives employees the chance to “take a swing” and to stretch their abilities.

The extrinsic motivators would be the monetary compensation a promotion provides. Even when employees do not move into leadership roles, but receive title changes (associates to specialists) there is a raise. Employees may receive title changes when they perform exceptionally well in their current position.
Third thought: Jack Welch does such an amazing job (in my opinion) with motivating employees to succeed within their organizations. The discussion is very powerful because he describes how you are able to motivate people by other means than just money or tangible items. Even though money and “prizes” can be very powerful some employees thrive on others means of recognition.

My organization is very big on extrinsic motivation such as bonus, merit increase and a program called “step up to excellence”. The step up to excellence program is based around “step up points” that can be given to any employee by any manager when the employee is seen or reported to go above and beyond their daily job requirements. The points can be saved and then cashed in for gift cards, etc. whenever the employee chooses to do so. Many times the employees opt to cash out their points for Visa gift cards in $25 increments. The success of this program has been overwhelming because it helps to drive employees to always go above and beyond.

On the other hand, my organization is also very big on extrinsic rewards where employees and managers alike can recognize each other through comment cards that are sent out in our daily dash board news letter and also displayed on bulletin boards through out the building. The comments can be anonymous if the person making the comment prefers; but the point is that we are recognizing each other for jobs well done. Comments also have the option to be submitted and published in the quarterly employee magazine that is sent out to all employees throughout the organization (roughly 22,000 employees).

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