To attract an appropriate candidate for the position of Motivational Manager, it is essential to evaluate motivational techniques and theories that may help perceive a vacancy as desirable, develop a job posting promotional introduction on their basis, and include characteristics and skills necessary for work. Thus, the initial technique that should be applied to the composition of a job proposal is the determination of motivators that may be either extrinsic or intrinsic. A motivational Manager is not responsible only for administrative duties – first of all, this position presupposes leadership competencies and skills to know how to motivate others most efficiently.
In this case, because the responsibilities of a leader are specific and non-routine, it is possible to conclude that a person suitable for this position is motivated by intrinsic factors, including self-importance, purposeful activities, autonomy, working in a strong team, satisfaction from goal achievement, and the ability to apply knowledge and skills for the best results (Fischer et al., 2019). In addition, self-actualization and the search for meaning are essential needs for responsible professionals’ job satisfaction according to Maslow’s hierarchy of needs that should be covered (Suyono & Mudjanarko, 2017). Thus, from a personal perspective, a job posting promotional introduction should be the following:
“CapraTek is currently looking for experienced, responsible, and decisive individuals for the position of Motivational Manager who will join the company’s new and innovative team to implement motivational programs across corporate locations. It is a highly important role suitable for genuine leaders as the organization’s growth and stability depend on employees’ productivity motivated by them. At the same time, this position allows one to fulfill one’s potential and show one’s worth. In turn, the company guarantees fair wages, appropriate working conditions, and strong cooperation within a well-organized Motivation manager team. All team members are focused on common goals equally contributing it their achievement and supporting each other.
In addition, leadership knowledge, skills, and abilities (KSAs) should be primarily evaluated and included in a job posting as well to attract a suitable candidate. Concerning working in a team, he or she should have excellent communication, interpersonal, and team-building skills. Moreover, emotional intelligence is highly essential as all team members should control their emotions and understand others’ feelings and intentions to avoid conflicts, communicate more efficiently, and motivate employees based on their features. Thus, a candidate should express empathy, be an active listener, and know how to build relationships with different people based on mutual trust and respect.
As previously mentioned, Motivational Manager should be responsible and decisive with the skills of strategic thinking – he or she should “see the whole picture,” articulate it, make decisions quickly by analyzing available data, and admit mistakes. Concerning the implementation of motivational programs, Motivational Manager should serve as a charismatic role model who articulates the company’s vision and inspires employees fulfilling their potential within the framework of the balance between individual strengths and weaknesses. In this case, this person should be committed to constant self-development to know how to act ethically and efficiently to persuade others. Finally, a leader should have the skills of a competent manager as well – in other words, he or she should know how to organize the working process, delegate tasks, evaluate results, and have excellent time management skills and flexibility.
NOTES: Motivational techniques and theories used: the determination of intrinsic and extrinsic motivators (Fischer et al., 2019), Maslow’s theory of need hierarchy (Suyono & Mudjanarko, 2017).
References
Fischer, C., Malycha, C. P., & Schafmann, E. (2019). The influence of intrinsic motivation and synergistic extrinsic motivators on creativity and innovation. Frontiers in Psychology, 10(137), 1-15. Web.
Suyono, J., & Mudjanarko, S. (2017). Motivation engineering to employee by employees Abraham Maslow theory. Journal of Education, Teaching and Learning, 2(1), 27-33.