Reflection Paper On Sdi

Employee motivation is, or at least must be, one of the key issues for directors, managers and personnel managers. The leader must be able to find the sensitive strings of his subordinates, which can be motivated by influencing them to achieve high performance. The correct use of motivation encourages staff to make more efficient use of their knowledge, skills, and talents. In today's turbulent, often chaotic environment, commercial success depends on the employee's talent and effort. Despite the many existing theories and practices, some of the motivation of leaders today remains a mystical term. This is partly due to the fact that people are motivated by different things and techniques.

The Strength Deployment Inventory (SDI) is a self-assessment tool designed to provide a picture of how one behaves or is motivated. After completing a series of questions, a personalized report was created mapping out my personal motivators. The purpose of this paper is to discuss the results of my SDI assessment and my observations about my motivations and behavior in the workplace.

According to the Thomas Kilmann Conflict Mode Instrument (TKI), reviewed in Appendix E, in situations of conflict my primary conflict mode is Compromising which reflects my ability to be an intermediate in both assertiveness and cooperation. In conflict I am able to listen, understand and empathize in a non confrontational method to identify underlying concerns. My leadership, and specifically my reaction in times of conflict will have an effect on my team. It is important that I am able to flex between conflict modes as the situation requires. The additional benefit of having a compromising tendency in dealing with conflict is that I am only one step away from other conflict modes (collaborating, accommodating, avoiding and competing) which each have their place in leadership conflict

Motivation is central to understanding behavior in organizations and a key managerial factor. Two aspects of motivation are structuring tasks to satisfy worker and organizational needs and providing the proper direction for worker actions (Stroh, Northcraft and Neale, 2002). There are a number of factors when it comes to the difference in worker performance. One of these factors is related to different levels of ability

My top motivation types were tied for growth and existence needs with relatedness also being very high. My dominant needs also tied for achievement and power. For each of the work related awards I found that I greatly value all except for vacation time. On my perception of others, I scored in between which means that I am flexible between the x and y theories. It was also discovered on this test that I have very specific course performance goals. I learned on this test that I have very strong self-efficacy which means that I am very confident in my abilities to succeed. In my attitude towards achievement, I favor successful people being rewarded. I scored extremely high on job motivating potential. I have a high score which indicates that I respond positively to an enriched job

I am an open-minded person, but I’m not consistantly looking or taking opportunities to learn about other people and strengthen my skills that are already present. I listen, I offer advice, I am willing to ask for help from other people, I’m willing to admit my failures, but I don’t seek to make those better. I also think that I need to stop assuming that I know best all the time. This particular weakness is usually more present with my family rather than with friends and others whom I am not close to, but I tend to believe that I may know what is better for someone than what they may believe. I push until someone tells me to stop in which case I do, but I take on a paternal role in helping people. I’ve been working on asking people what they are looking for and what their goals are or stating it back to them if it seems like they’ve told me what they want so I’m not forcing my ideas and opinions on them. No one has complained to me about what I have said, but I know that they’re not my clients and because they know me differently than a client would it’s a different situation. I want to take as many opportunities that I can in order to build more skills and strengthen the skills that I

Motivation in the workplace is one of the major concerns that managers face when trying to encourage their employees to work harder and do what is expected of them on a day-to-day basis. According to Organizational Behavior by John R. Schermerhorn, James G. Hunt and Richard N. Osborn the definition of motivation is "the individual forces that account for the direction, level, and persistence of a person's effort expended at work." They go on to say that "motivation is a key concern in firms across the globe." Through the years there have been several theories as to what motivates employees to do their best at work. In order to better understand these theories we will apply them to a fictitious organization that has the following

The Values and Motives Questionnaire looks to assess the motivation of an individual as their values simultaneously interact with the tasks they engage in and are confronted with (“Values and Motives”, n.d, p. 10). The values explored in this instrument were distributed in three categories, which examine intrinsic, extrinsic, and interpersonal principles (“Values and Motives”, n.d, pp. 11-13). To efficiently examine the accuracy and legitimacy of this questionnaire, one must consider the reliability and validity used in this instrument (“Values and Motives”, n.d.). Reliability accounts for the fixedness of participants scores and potential scores, if the test was administered more than once (“Values

Motivations are the forces within individuals that account for the direction, level, and persistence of a person’s efforts expended at work. The research of motivational theories is fascinating as it explores the cognitive processes that warp our minds to behave in ways conducive to our motivations. Our motivations affect our personal lives, our professional lives, and even our inner selves. This essay is going to explore motivational theories through a case analysis by investigating the various content and process theories that can explain attitudes, perceive current actions, and speculate on future ones.

Certain employees are more motivated by others since they have achieved an element of self-efficacy, whereby they can to achieve optimum performance by putting the right amount of energy towards the same. This aspect most often than not comes from an immense form of experience in which people continuously do a given exercise to an extent that they gain well acquainted with the job and, therefore, able to deliver high-quality jobs in return (Colquitt et al., 2014). Some employees are also highly motivated as compared to others because they have a higher form of expectancy in that they do have a strong belief that they stand to achieve more by doing what they are engaged in with much of clarity and determination. Such employees will, therefore, carry out their duties with a high level of enthusiasm because they have a positive alignment towards the work that they have been accorded. Such individuals will also show an element of imitativeness and innovativeness since they are self –challenged and can create decisive actions that are likely to be of significant benefit to the organization that they are working for.

Within a corporation, employees are expected to achieve a high level of quality in their work. Excellent work is attainable with the support of one’s motivation. Motivation comes in many forms and not everyone would have the same motivation because people are motivated by different goals. Moreover, I believe that different surroundings and external factors contribute largely towards one’s motivation.

What really motivates people at work? Is it simply the size of their paycheck? Is it another promotion? Or is it something else? Many contrasting views of motivation exist. However, most experts agree that motivation energizes, maintains and guides behavior. (John, 1992, pg. 63)

Motivation acts a force to energize and direct behavior in the workplace (Myers 329) so that employees perform tasks to a high degree. It is motivation that retains employees in a company because improper motivation acts as a deterrent to productivity and joy. Whether physiological, emotional, or incentive based, motivation affects our lives everyday and induces our natural drive to thrive and succeed. Many psychological theories explain the different ways employees may become motivated, such as Maslow’s hierarchy of needs, Herzberg’s two factor theory, and theory Y, based on how appealing a stimuli may be to an employee’s needs.

Gallagher and Einhorn (1976) stated a simple model as Performance = Ability x Motivation, that shows ability and motivation play their important roles in employee’s work performance. Ability is the physical and intellectual capabilities required of an employee to get a job done; whereas the word “motivation”, as advised by Vroom (1994), is originated from the Latin word “movere”, meaning to move. It is the intrinsic value that drives an employee in getting his job done. When one has high internal motivation, feeling good about oneself is closely tied to how well he or she performs on the job (Hackman & Oldham, 1975). Work motivation is

The purpose of this study is to examine the underlying reasons an employee is motivated to function at his or her best. I am currently employed at the Erie County Board of Developmental Disabilities (ECBDD). It is a public local governmental agency charged with providing support to individuals with disabilities who qualify for services. The agency is funded through tax dollars at the local, state and federal level. The annual operating budget is approximately $8,000,000, and seventy percent of these dollars are collected through local property taxes.