Module 3: Motivation, Conflict, and Career Planning  Part 1: Motivation and Conflict The Puzzle of Motivation and Mana

Module 3: Motivation, Conflict, and Career Planning 

Part 1: Motivation and Conflict

The Puzzle of Motivation and Managing Conflict

Pink (2009) criticizes the conventional rewards-based motivation systems in The Puzzle of Motivation. He states that when extrinsic rewards are used like bonuses and commissions, it tends to decrease inventiveness and problem-solving skills. Rather, he focuses on intrinsic motivation which is derived out of autonomy, mastery and purpose. These motivation factors make people work as their job is important rather than due to monetary incentives. With such a strategy, the companies achieve greater engagement and innovativeness and employee satisfaction (Deci et al., 2017).

Similarly, the conflict management serves to sustain the motivation in the organizations. When the conflicts are managed, the employees feel appreciated, honored and they are at a position to convey ideas. This culture allows fostering trust, cooperation, and reducing turnover and increasing productivity (Jehn et al., 2021). On the other hand, conflicts not resolved bring stress, disengagement and ineffectiveness. Human resource workers have therefore to apply theories of motivation in the conflict management effort in order to ensure that there is a balanced and cooperative workplace.

Overall, intrinsic motivation and positive conflict management knowledge may assist the HR professionals in engaging and enhance their employee performance and the overall organizational performance. Employees that are already engaged and hooked would have better liking to stay committed, be innovative and bring about organizational prosperity. The combination of these values would result in workplaces that are aimed at mutual development and work.

References

Deci, E. L., Olafsen, A. H., & Ryan, R. M. (2017). Self-determination theory in work organizations: The state of a science. Annual Review of Organizational Psychology and Organizational Behavior, 4, 19–43.

Jehn, K. A., & Bendersky, C. (2021). Intragroup conflict in organizations: A contingency perspective on the conflict-outcome relationship. Research in Organizational Behavior, 41, 100155. https://doi.org/10.1016/j.riob.2021.100155

Pink, D. H. (2009, August 25). The puzzle of motivation [Video]. https://youtu.be/rrkrvAUbU9Y

Part 2: Career Plan

Ten-Year Career Plan: From Office Manager to Human Resources Director

The Career plan of ten years would allow me to plan the necessary knowledge base, skills and experience that is needed to achieve excellence as the human resources (HR) director as an office manager. This is a plan that will entail education, certification, and on-job experience in the line of professional development and will be adjusted to the ultimate organizational objectives.

Years 1-3: Transition to Human Resources Specialist

The initial one will be to change the office management position to a human resources specialist position. The position will allow the individual to be exposed to simple HR functions which include recruitment, induction, payroll, benefits management, and employee relations. I will also engage in a professional certification like the Society for Human Resource Management Certified Professional (SHRM-CP) in order to have a chance of succeeding. Also, pursuing a master’s degree course in human resource management will assist to gain a deeper interpretation in the employment law, organizational functioning and talent growth. These measures will be a good foundation on which more advanced HR roles will be placed.

Years 4-6: Advancement to Human Resources Manager

I will also pursue my career ladder to HR manager after achieving the technical, administrative HR capability. This process will entail leadership, performance management and execution of policies. The teams that I will be working with are the small teams, conflict management and federal and state regulations. To prepare me with this job, I will train on workshops and mentorship programs in terms of my leadership and communication capabilities. The achievement of SHRM Senior Certified Professional (SHRM-SCP) credential will also become a pivotal point in the course of the current period.

Years 7–9: Change to Senior HR Business Partner or HR Operations Manager

At this juncture, I would most probably be spearheading to an older HR business partner or HR operations manager. This will be a strategic posture where there will be an operational alliance with organizational leaders to coordinate HR initiatives to the business interests. I will also center my attention on the development of the skill level in the workforce planning, employee engagement and diversity, equity and inclusion (DEI) initiatives. The ability to attend professional development conferences with the leaders of the HR regularly and establishment of a network with HR leaders will also serve a central role in the process of building strategic awareness and understanding of the industry.

Year 10: Reaching the Position of the Human Resources Director.

I plan to be an HR director in the 10th year. Under this role, I will be the head of HR department, create long term skill strategies and culture building organizational culture that emphasizes on motivation and innovation, and employee satisfaction. This will be demanded of leadership skills, business and good ethical background. I will continue to be undergoing executive education programs premised on organization leadership and change management to maintain a high performance.

Conclusion

This ten-year career map illustrates that there is a clear channel of moving to the post of HR directorship after serving at the office of management emphasizing on education, experience and skills. The plan also shows a grasp toward the new HR practices, such as intrinsic motivation, strategic leadership and aligning the employee objectives with that of the organization. I also hope to contribute to the attainment of a successful organization by making a working environment conducive and healthy through a process of constant learning and adaptation.

References

Aguinis, H., & Burgi-Tian, J. (2021). Talent management and corporate social responsibility: Emerging roles for HR professionals. Human Resource Management Review, 31(2), 100–125. https://doi.org/10.1016/j.hrmr.2019.100693

Society for Human Resource Management. (2023). Career paths in human resources. SHRM. https://www.shrm.org/

Werner, S., & DeSimone, R. L. (2020). Human resource development (8th ed.). Cengage Learning.