Concepts Of Motivations In Detail

Concepts Of Motivations In Detail.


Discuss about the Concepts of motivations In Detail.


Provide the details on the concepts of motivations in detail:

Motivation, in general, can be defined as a force which encourages the action. The action can be of varied kinds which itself depend on the place of orientation or the surrounding environment. For example, sportspersons perform to their potential when they feel motivated. In a similar way, employees need the motivation to perform. Motivation can be of two kinds in specific to the organisation like ‘extrinsic motivation’ and ‘intrinsic motivation’. Extrinsic motivation is all such resources that are used in organisations to appreciate the performance. They find this as a management strategy to encourage employee for further good works. The human resource management (HRM) uses a varied kind of resources like performance-based incentives, bonus on salaries, commission based on sales, salary appraisal, rewards & recognition and many others (Nyberg, Pieper & Trevor, 2016).

Intrinsic motivation is the other resource which may be of few kinds like the one coming from the organisational end and the other which gets developed from within the employees (Gabler et al., 2018). Organisational motivation can also be in the form of congratulatory words to appreciate somebody’s work. The appreciation can be supplied either by at the physical place or through the e-mails. However, such resources may or may not produce a long-lasting impact. Some employees are self-motivated. They are motivated due to various factors which may vary from one employee to another (Caillier, 2014). To some, it can be the kind of job they are doing. Some employees, in particular, the Millennials have distinguished desires for their kind of job. The one kind of job may or may not necessarily be the choice of others. They are passionate and hence, they look for their kind of job. They keep on switching over to different companies until they get to their destination.

Some employees are passionate about work-life balance. They in addition to the opportunity also look for the work-life balance. They keep on switching over to different employers until they are satisfied with their employer in regards to the job nature and the work environment. Some employees in addition to the work-life environment and the desired job also look for a good basic package, so that; they feel valued to their work (Ahammad et al., 2016).

Give details on how you would handle challenges when motivating the sales team:

The case scenario is speaking of a sales manager who is working in a firm in the United Arab Emirates. The firm is facing some challenges in the various important working domains. Their customers are not satisfied. There are a lot of customer complaints regarding the service standard. Performance of sales team is also not up to the mark. Employee turnover rate is also very threatening (Bradler et al., 2016). On the other hand, employee retention rate is also getting hampered. The sales manager has utmost challenges to mitigate. The sales team is itself a problem as the members are from a different background, different cultures and with distinguished educational needs. This just means that it is really challenging to find a common way for the identified issue which is feasible to all (Story & Neves, 2015).

If I had been in the place of case study sales manager, I would have first arranged a meeting with the entire team. The main focus of the meeting will be to understand the mentality that each member of the team possesses. In addition to this, the members will be asked on their thoughts on the issue which is currently a challenge to the company. They would have also been asked to supply the data of previous few months. Data such as previous few transactions histories with customers could be really helpful. The entire data will help me to find where the flaws are. It will help to find whether the dismal performance is just due to the uncompetitive workforce or customer’s complaints in most cases are not genuine.

If there are unjustified escalations then customers will not be entertained. However, if cases are genuine and there are real flaws in the workforce then the move will be different. In that case, training will be my first priority. This is because there are some serious flaws in the workforce. This is also because they are high-degree of variations in the workforce. They differ with respect to the culture and the qualification. The main focus of the training will be to train employees on making them acquainted with different cultures. This will help fresher or less experienced employees to get closer to experienced. Moreover, a knowledge flow will then happen which is necessary to flourish an environment where knowledge is its essential part (Huang et al., 2016).

Explain various strategies you would use to get the salespeople to perform their best:

I would rather prefer making repetitive tasks automated. Salespeople spend their more time on administrative and many others tasks. The database management related tasks are done manually which is time-consuming. In the existing case-scenario, it is important that I prefer automating different such tasks, so that, maximum time could be saved for selling activities. If tasks such as lead generation, database management, record creation, report generation and more like such can be automated then an enhanced time could be saved (Paillé et al., 2014). Hence, sales people will get more time now. I being a sales manager will look into the system which there exists for doing all such tasks. I can also prefer implementing a feasible CRM to the system, so that, important domains could be accessed on just a single platform. CRM helps to integrate various works on just one platform which provides easy access to authorised users. Moreover, data could be accessed by being at any place in the country (Caillier, 2014).

CRM is also helpful for monitoring or tracking the transactions histories (Nyberg, Pieper & Trevor, 2016). I am more in favour of the system. However, I myself believe that identifying a feasible CRM is another challenge. Additionally, CRM implementation is also a very complicated process. It may take time to actually become usable. Post-implementation, it is important to track the downtime, so that, unnecessary payments are not paid to the vendor (Nyberg, Pieper & Trevor, 2016). The CRM will assist me in tracking the field works and the sales related entries. Moreover, I will also get to know the responses of customers which is necessary to understand whether there is any change in the performance. The data will help me to understand whether there is any further requirement of training.

Motivation is a key to success and hence, I will focus on motivating the team. I will keep a track of the performance. The employee who performs well, I will praise the work. Praising the work is a very good way of motivating the employees (Caillier, 2014). It is one of the kinds of intrinsic motivation. Respecting the sales team is another thing which I will focus on. Giving respect to somebody’s work is another form of intrinsic motivation (Caillier, 2014).   

Give details on what environment you would create to motivate the sales people:

There is a need to create a workplace environment which could motivate employees and their performance. Following are the ways which could help to create such a workplace environment (Ahammad et al., 2016):

Ethical workplace- The human resource management and its work principles need to be ethical. An ethical workplace cares its employees from every perspective such as taking care of their privacy, giving them every right, maintaining a workplace free from hazardous substances and others.

Work-life balance- This is an utter element of the contemporary workplace. Employees, in particular, the Millennials prefer working in an environment which is high in socialism and provides work-life balance. I would look for implementing the policies that help to create a work-life balance. This means stress would possibly be reduced and sales people will be able to balance their work and personal life. Moreover, business outcomes will be positive.

Team-work- This is another essential element which is very important for a productive outcome. Teamwork in the case study company will facilitate an environment where sales people interact with one another and exchange the valuable information which is transferrable. Such practice will also promote knowledge management. Hence, the explicit and the tacit form of knowledge could be created and also maintained.

Appropriate allocation of tasks-

This is another very important element which can help me to create a supportive workplace environment. This is important because employees will get their expertise specific tasks and hence, they will feel reduced stress. A reduced stress will open up ways to a productive outcome. Employees will feel as if they are working in a very supportive and cooperative workplace. Appropriate allocation of tasks will also mean an appropriate utilisation of available resources.

Therefore, the workplace environment will be providing the potential opportunity to the sales team of the case company. Hence, they will feel motivated and be asked to job their expertise only. Hence, production will also improve.


Ahammad, M. F., Tarba, S. Y., Liu, Y., & Glaister, K. W. (2016). Knowledge transfer and cross-border acquisition performance: The impact of cultural distance and employee retention. International Business Review, 25(1), 66-75.

Bradler, C., Dur, R., Neckermann, S., & Non, A. (2016). Employee recognition and performance: A field experiment. Management Science, 62(11), 3085-3099.

Caillier, J. G. (2014). Toward a better understanding of the relationship between transformational leadership, public service motivation, mission valence, and employee performance: A preliminary study. Public Personnel Management, 43(2), 218-239.

Gabler, C. B., Rapp, A., Richey, R. G., & Adams, F. G. (2018). Can Service Climate Detract from Employee Performance? The Role of Experience in Optimizing Satisfaction and Performance Outcomes. Decision Sciences, 49(1), 7-24.

Huang, Y. H., Lee, J., McFadden, A. C., Murphy, L. A., Robertson, M. M., Cheung, J. H., & Zohar, D. (2016). Beyond safety outcomes: An investigation of the impact of safety climate on job satisfaction, employee engagement and turnover using social exchange theory as the theoretical framework. Applied ergonomics, 55, 248-257.

Nyberg, A. J., Pieper, J. R., & Trevor, C. O. (2016). Pay-for-performance’s effect on future employee performance: Integrating psychological and economic principles toward a contingency perspective. Journal of Management, 42(7), 1753-1783.

Paillé, P., Chen, Y., Boiral, O., & Jin, J. (2014). The impact of human resource management on environmental performance: An employee-level study. Journal of Business Ethics, 121(3), 451-466.

Story, J., & Neves, P. (2015). When corporate social responsibility (CSR) increases performance: exploring the role of intrinsic and extrinsic CSR attribution. Business Ethics: A European Review, 24(2), 111-124.

Concepts Of Motivations In Detail

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