Progress Evaluation of Motivation Plan: Part B Self-Reflection

This report provides an evaluation of the self-reflective analysis related to motivation, building upon Part A of the assignment. It assesses the achievement of previously set SMART goals, highlighting the successful application of motivation theories like Hertzberg's Two-Factor Theory, Maslow's Hierarchy of Needs, and the Expectancy Theory. The report further outlines a plan for developing specific professional skills, including leadership, communication, and expectation setting, through three new SMART goals. It emphasizes the importance of understanding individual employee needs and tailoring motivational approaches accordingly to achieve greater success in a professional career. Desklib provides access to similar solved assignments and past papers for students seeking further assistance.

Running head: Evaluation of the progress of the plan
Part B: Evaluation of the progress of the plan evaluated in Part A
Topic: Motivation.
Name of the Student:
Name of the University:
Author Note:

Evaluation of the progress of the plan 1
Table of Contents
Introduction:...............................................................................................................................2
Section 1: Self-reflection............................................................................................................2
Success achieved on the SMART goals:................................................................................4
Things that worked successfully:...........................................................................................5
Section 2: Plan............................................................................................................................5
Effective plan to develop the specific professional skills......................................................5
Three SMART goals..............................................................................................................6
Conclusion:................................................................................................................................8
References:.................................................................................................................................9

Evaluation of the progress of the plan 2
Introduction:
The aim of the report is to carry out an evaluation of the self-reflective analysis
carried out in the first part of the assignment. The report is divided into two sections; first
section evaluates the outcome of the set goals and the second section is based on a second set
of plan that is important to develop the specific professional skills. As identified in Part A, I
have selected the concept of motivation as a goal to achieve the desired outcome in career in
future. Part B is the continuation of Part A and shall discuss the outcome of the specific goals
evaluated in Part A. The evaluation and analysis will be supported by the means of the
motivational theories.
Section 1: Self-reflection
Motivation is an important factor as a professional skill as Bigdeli et al. (2016)
commented that in the professional career, it is important to connect with the people or the
employees at the work place. Any company looks for a motivator who shall be capable of
interacting with others at the workplace that might include both the internal stakeholders like
the employees from different departments or the external stakeholders like the suppliers,
donors or others (Xiong and King 2015). A number of motivation theories can be discussed
in this respect in order to understand the overall perspective of motivation and how it works.
The Hertzberg’s Two-factor theory claims that there are certain psychological factors acts as
motivations for the employees. These factors are the motivator factors that can help the
employees to feel recognised and that there is a progression in their career. These factors are
salary, compensation, company benefits and even the positive relationship with the managers
and other high designated people in the organisation (Sevincer et al 2014). The hygiene
factor in the Hertzberg’s two factor theory states that it is equally important that the company
focuses on the hygiene factor of the employees as well. Unless these factors are addressed
properly, there remains limited chance that the employees will be motivated.

Evaluation of the progress of the plan 3
The Maslow’s hierarchy of needs talks about the 5 levels of satisfactions those are
important in the lives of the employees in order to keep them motivated to achieve the higher
level of needs. The five levels of needs include,
i. Psychological needs that include the basic requirements like food water and
shelter.
ii. Safety is important as it include the personal safety of an individual along with the
financial security and the health assurance so that the employees can feel safe.
iii. Love or belonging talks about the relationship between the employees and
managers at the higher level and this need is fulfilled only by the means of love,
friendship or a healthy relationship (Aryee et al. 2015).
iv. Esteem is termed as the level of confidence and respect that one feels in an
organisation in order to achieve the required level of respect and attention.
v. The final factor is the self-actualisation where an individual becomes satisfied
with the organisation and becomes one of the most important individual in the
organisation.
The Expectancy theory of motivation claims that the outcome of the productivity of
an employee depends on the factors that help them to come up with an expectation of the
outcome of the work. It is only when people are aware of the outcome or they know that their
expectations will be fulfilled, they would be motivated in their work and the outcome can be
better (Mangi et al. 2015). There are three basic elements of the expectancy theory. Firstly,
the expectancy is the belief that the desired goal or the result can be achieved and as a result
of this, the employees will be benefitted as well. The second point is instrumentality where it
is believed that only the right reward can bring out the right outcome from a person and thus,
in order to motivate the employees rightly, right amount of compensation has to be offered.

Evaluation of the progress of the plan 4
The third factor is valence, that tells about the value of the reward that is placed in return of
the work that is expected to be achieved from the particular person.
Success achieved on the SMART goals:
The SMART goals that were set previously included to divide the roles of the team
members and makes sure that each and every member is well aware of their respective job
responsibility. This way, the individual expectation is set properly and the ideas are
disseminated properly so that the outcome can be achieved according to the desire. If the real
life experience is taken into consideration, I would like to highlight that once the desired
outcome was made aware among the employees, they also remain clear of their duties and
better outcomes were indeed achieved. This is exactly what the Hertzberg’s motivational
theory tries to explain and I can clearly relate my experience with this theory or the
motivational factors.
The second goal set was to attend as many group or official meetings as possible and
to discuss the ideas and concepts of the people in the meeting. This factor is indeed important
as it gives a clear indication that the employees are being valued in the organisation and their
view points or the feedback is taken on a positive note. This is what the expectancy theory
tries to communicate. It was seen that the people are really satisfied when their feedback was
taken into consideration as they felt valued and worthy to be a part of the organisation.
The third goal was to look for further scope of applying the motivation theories in
order to improve the present condition of the organisation. In order to fulfil this, different
situations were analysed that involved people from different departments and different levels.
I have understood that we cannot aim at gaining the same outcome from each individual but it
completely varies from one person to other. This is why the motivation theories need to be
incorporated correctly in different perspective.

Evaluation of the progress of the plan 5
Things that worked successfully:
As discussed above that the set goals actually worked properly and I have been able to
motivate the employees in the organisation properly. At times the viewpoints were not similar
and there were different thinking from the different people that created a chaotic situation in
certain instances. However, the situations were tackled properly by means of proper
communication and by understanding the perspective of each person. It is important to
understand the expectation of the employees and at the same time setting the particular
expectation that needs to be achieved. Applying similar approach to all will never work.
Section 2: Plan
In order to achieve greater heights and success in the professional career, one needs to
frame a particular plan of action and set out goals to be achieved in the future. This will help
a person to follow a particular path and work accordingly towards achieving the actual
heights of work. Pre-assuming the expected outcome can help to frame the desired goal in a
more effective way. The following discussion will be based on such special goals and action
to achieve in future.
Effective plan to develop the specific professional skills
Reading Brown and Capozza, (2016), it has been observed that there are various
motivational skills that can be undertaken by the professionals in order to improve their
professional skills. In order to motivate people in an organisation, it is important to assess the
preferences and the personality of the individual or the group to be motivated. Once the right
approach is identified, it is required to understand the particular group of people who are to
be targeted for motivation. Once done, it is important that the expectation is actually
communicated to the target group so they also understand why they are being motivated. As
pointed out by Lavergne and Pelletier (2016), communicating the expected outcome creates a

Evaluation of the progress of the plan 6
rigid impression on the target group and they also understand why they are being motivated.
Motivation can take various forms like providing benefits or rewards to the employees. These
are the materialistic motivation means and the same can be fulfilled by the means of
monetary benefits. However, Lavergne and Pelletier (2016) also commented that people are
often more motivated when they are praised for their work and are given the right level of
recognition. Adding to this, Rudolph (2016) mentioned that providing continuous feedback to
the target group will definitely help to achieve the set goals meant for motivation. In fact, this
feedback should be both directional and both the employees and the managers are expected to
provide feedback to each other. This would help to create a situation where each of them
would feel wanted and valued at the particular work place. It is also important to recognise
the people publicly so to give priority in front of others in a desired manner and to achieve
the target of motivating the employees.
From the Liberty Air gamulation and the tutorials I have been able to understand
where I stand and what improvement I need in myself. The ratings have not been very high
and this indicated that there is a scope of improvement in the leadership style. Keeping the
same point in mind, below are the three SMART goals aimed to be achieved.
Three SMART goals
Goal 1: Developing the right leadership skill to motivate employees.
Specific To become a leader in the organisation who will be capable of
understanding the view points of the employees and at the same time can be
able to put his expectation to them.
Measurable The productivity or the positive results of the organisation will help to
measure the outcome
Achievable The aim is achievable by understanding leadership concepts and the

Evaluation of the progress of the plan 7
application of same properly.
Relevant The idea is very relevant as leadership can only help in building right
environment at the work place.
Time bound It is expected that within 1 year I shall be able to build this quality in me.
Goal 2: To communicate effectively individually
Specific As group communication at times do not give the right outcome, it is
important that we communicate with people in person to understand and
resolve any issue.
Measurable The number of people communicated and shared their ideas and plans can
be measured in numbers.
Achievable The objective is achievable if the employees are given the chance to
communicate their part.
Relevant It is only by this means we can get the output of individual people
Time bound It would take around 45 days to achieve this goal and build up this quality.
Goal 3: To set the expectation of the people
Specific As output is based on the expectation, it should be made clear among the
employees what they can expect from the leaders or the management.
Measurable The satisfaction of the employees can help to measure the outcome
Achievable It is achievable by clearly communicating the expectation of both the parties
Relevant From the expectancy theory, it has been made clear that this step is indeed
relevant
Time bound It would take 1 month time to bring this quality in me.

Evaluation of the progress of the plan 8
Conclusion:
The detailed evaluation of the self-reflection related to the motivation has been carried
out in this report. From the above discussion, it is clear that there is huge scope of improving
the personality and build up the skills so as to become more effective in motivating the
employees in the organisation. It is expected that in the coming 6 months, I shall be able to
develop my understanding and shall be able to build up myself into a leader who would be
able to manage the employees and at the same time will be able to think about the positive
outcome of the organisation.

Evaluation of the progress of the plan 9
References:
Aryee, S., Walumbwa, F.O., Mondejar, R. and Chu, C.W., 2015. Accounting for the
influence of overall justice on job performance: Integrating self‐determination and social
exchange theories. Journal of Management Studies, 52(2), pp.231-252.
Bigdeli, Z., Haidari, G., HajiYakhchali, A. and BasirianJahromi, R., 2016. Gamification in
library websites based on motivational theories. Webology, 13(1), p.1.
Brown, R. and Capozza, D. eds., 2016. Social identities: Motivational, emotional, cultural
influences. Psychology Press.
Lavergne, K.J. and Pelletier, L.G., 2016. Why are attitude–behaviour inconsistencies
uncomfortable? Using motivational theories to explore individual differences in dissonance
arousal and motivation to compensate. Motivation and Emotion, 40(6), pp.842-861.
Mangi, A.A., Kanasro, H.A. and Burdi, M.B., 2015. Motivation tools and organizational
success: A criticle analysis of motivational theories. The Government-Annual Research
Journal of Political Science., 4(4).
Rudolph, C.W., 2016. Lifespan developmental perspectives on working: A literature review
of motivational theories. Work, Aging and Retirement, 2(2), pp.130-158.
Sevincer, A.T., Kluge, L. and Oettingen, G., 2014. Implicit theories and motivational focus:
Desired future versus present reality. Motivation and Emotion, 38(1), pp.36-46.
Xiong, L. and King, C., 2015. Motivational drivers that fuel employees to champion the
hospitality brand. International Journal of Hospitality Management, 44, pp.58-69.