Motivating Team and Team Members: Project Team Performance Analysis

This report explores the critical aspects of motivating project teams and team members to achieve project objectives. It emphasizes the importance of selecting the right team members, considering their skills, experience, and ability to work collaboratively. The report discusses various motivation theories, such as MacGregor's theory X and theory Y, and highlights the role of project team leaders in fostering a motivating environment. Key strategies for motivating team members include appreciation for their work, rewards for achieving goals, and effective communication. The report also references studies on project team communication and cross-functional cooperation, emphasizing their impact on project outcomes. Overall, the report provides insights into creating a positive and productive team environment to drive project success.

Running head: MOTIVATING TEAM AND TEAM MEMBERS
MOTIVATING TEAM AND TEAM MEMBERS
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MOTIVATING TEAM AND TEAM MEMBERS
Motivating team and team members:
In order to develop the project in a proper way the development of the project team is
needed to be done in a proper way along with motivating the team and team members for
achieving the objectives. The discussion is regarding the selection of the right project members
in the team and motivating them to achieve the objective of the project.
The selection of the team members is done by the project manager or project team
leaders. There are certain factors which are considered during the selection of the project team
members for the development of the project. One of the main factor which is considered during
the development of the project is the skills of the individual team members in the project (Jiang
et al. 2018). The evaluation of the skill of each team members are done along with the relevance
of those skills with respect to project. Apart from that the past working history of the employees
are evaluated in order to understand the personality of the individuals and their ability to work in
a team (Lee et al. 2015). The project manager makes it sure that the project team is consists of
the good mix of less and more experienced people. It has been seen that the less experienced
people are much open to accept the new technologies and ideas compared to the more
experienced people. On the other hand the presence of the experienced people are important in
the team as they can solve any problem in critical situation during the development of the
project.
Motivation is important for the proper working of the team. There are certain motivation
factors those can be applicable for motivating the team members like MacGregor’s theory x and
theory Y, McClelland Achievement, Affiliation, and Power Motivation. It is the responsibility of
the project team leader to motivate the team members for achieving the project objective (Aga,

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MOTIVATING TEAM AND TEAM MEMBERS
Noorderhaven and Vallejo 2016). The selection of the theory of motivations is done on the basis
of the situation and the decision of the project team leader. However, in general it has been found
out that appreciation for the work and the awards for achieving certain goals can be helpful for
motivating the employees and the team members. In this case, the project team manager or team
leader can appreciate the work of the each team members. This will enable the evaluation of the
work of the team members. Individuals can be appreciated for their good work (Chen et al.2015).
This will boost their self confidence and make them interested to achieve a new goal. On the
other hand other in the team will be motivated to see that the good works are appreciated.
Giving he rewards to the team members is one form of appreciation. Apart from that proper
communication plan in team can provide a way for the verbal appreciation which can enhance
the working environment.

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MOTIVATING TEAM AND TEAM MEMBERS
References
Aga, D.A., Noorderhaven, N. and Vallejo, B., 2016. Transformational leadership and project
success: The mediating role of team-building. International Journal of Project
Management, 34(5), pp.806-818.
Chen, J., Neubaum, D.O., Reilly, R.R. and Lynn, G.S., 2015. The relationship between team
autonomy and new product development performance under different levels of technological
turbulence. Journal of Operations Management, 33, pp.83-96.
Jiang, J.J., Klein, G., Tsai, J.C.A. and Li, Y., 2018. Managing multiple-supplier project teams in
new software development. International Journal of Project Management, 36(7), pp.925-939.
Lee, L., Reinicke, B., Sarkar, R. and Anderson, R., 2015. Learning through interactions:
improving project management through communities of practice. Project Management
Journal, 46(1), pp.40-52.