Business

Can you write comments seperately for these 3 thoughts. And say agree or disagree. First thought: After reviewin" rel="nofollow">ing Jack Welch’s “Motivation” video, successful organizations and CEO’s build self-confidence by givin" rel="nofollow">ing 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 in" rel="nofollow">interestin" rel="nofollow">ing 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 extrin" rel="nofollow">insic motivation arises from outside of the in" rel="nofollow">individual while in" rel="nofollow">intrin" rel="nofollow">insic motivation arises from within" rel="nofollow">in. When it comes to extrin" rel="nofollow">insic motivation, my department has a monthly “Best Call” campaign. The calls are reviewed by a senior leader of the organization and the fin" rel="nofollow">inal prize is delivered by the same senior leader. We have 2 prize win" rel="nofollow">inners and 2 runner ups. Sin" rel="nofollow">ince 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 train" rel="nofollow">inin" rel="nofollow">ing purposes and sin" rel="nofollow">ince this contest, we have seen improvements in" rel="nofollow">in the overall department’s quality. Concernin" rel="nofollow">ing in" rel="nofollow">intrin" rel="nofollow">insic motivation, my organization is known for “stretch assignments”. Within" rel="nofollow">in my department, I will ask for volunteers or try to approach some employees that have a passion in" rel="nofollow">in this particular area. We use their expertise to get buy in" rel="nofollow">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" rel="nofollow">in the area and encourage them to either join" rel="nofollow">in a committee or six sigma project where their passion is affected. I fin" rel="nofollow">ind that this is very successful amongst the team because their voices are heard and they are able to provide in" rel="nofollow">input or feedback and also feel a part of the change. This type of approach has proven to be successful within" rel="nofollow">in my department because our employee engagement scores are the highest within" rel="nofollow">in the organization. Second thought: I fin" rel="nofollow">ind it very in" rel="nofollow">interestin" rel="nofollow">ing that every year Jack Welch gave pin" rel="nofollow">ink slips to the bottom 10% performers. I would thin" rel="nofollow">ink this would in" rel="nofollow">instill fear in" rel="nofollow">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 in" rel="nofollow">intrin" rel="nofollow">insic 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 in" rel="nofollow">into a position they best fit. Like GE my company has a "Leadership Institute." Employees are nomin" rel="nofollow">inated to participate in" rel="nofollow">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 poin" rel="nofollow">int Welch makes, which is to take care of your stars. If leadership sees the potential in" rel="nofollow">in an employee, they in" rel="nofollow">invest in" rel="nofollow">in them. This gives employees the chance to "take a swin" rel="nofollow">ing" and to stretch their abilities. The extrin" rel="nofollow">insic motivators would be the monetary compensation a promotion provides. Even when employees do not move in" rel="nofollow">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" rel="nofollow">in their current position. Third thought: Jack Welch does such an amazin" rel="nofollow">ing job (in" rel="nofollow">in my opin" rel="nofollow">inion) with motivatin" rel="nofollow">ing employees to succeed within" rel="nofollow">in 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 extrin" rel="nofollow">insic motivation such as bonus, merit in" rel="nofollow">increase and a program called "step up to excellence". The step up to excellence program is based around "step up poin" rel="nofollow">ints" 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 poin" rel="nofollow">ints can be saved and then cashed in" rel="nofollow">in for gift cards, etc. whenever the employee chooses to do so. Many times the employees opt to cash out their poin" rel="nofollow">ints for Visa gift cards in" rel="nofollow">in $25 in" rel="nofollow">increments. The success of this program has been overwhelmin" rel="nofollow">ing because it helps to drive employees to always go above and beyond. On the other hand, my organization is also very big on extrin" rel="nofollow">insic rewards where employees and managers alike can recognize each other through comment cards that are sent out in" rel="nofollow">in our daily dash board news letter and also displayed on bulletin" rel="nofollow">in boards through out the buildin" rel="nofollow">ing. The comments can be anonymous if the person makin" rel="nofollow">ing the comment prefers; but the poin" rel="nofollow">int is that we are recognizin" rel="nofollow">ing each other for jobs well done. Comments also have the option to be submitted and published in" rel="nofollow">in the quarterly employee magazin" rel="nofollow">ine that is sent out to all employees throughout the organization (roughly 22,000 employees).