How To Motivate Employees by Doug Johnson

HOW TO MOTIVATE EMPLOYEES

ÂŠ 2013 by Common Sense University

HOW TO MOTIVATE EMPLOYEES

MOTIVATION is the inner force which stirs people from sitting still into dynamic action. Motivation is anchored by personal needs that operate from within a person, usually when attempting to meet goals in an environment. Therefore, although we talk about it, you cannot motivate employees…but you can give them the tools to motivate themselves. FACTORS AFFECTING MOTIVATION The motivational process is affected by a number of elements and affect the usefulness of any particular motivational approach. Factors that affect motivation: 

External:   

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Job content Work environment Other people at work

Internal. Personal values from:    

Experience Heritage Physical Factors Level of self-esteem

People are motivated as a result of their experiences, perceptions, and attitudes. Avoid assuming that people perceive a situation the same way you do. An employee’s perception of what others think is an important component of motivation.

The

to Attitudes, Values and Beliefs as discussed in Passages by Gail Sheehy  

attitudes, values and beliefs are formed by age 10 attitudes, values and beliefs are solidified by age 20 It is imperative that you “know your employee” if you are to be an effective motivator. The following descriptions may show you the stereo-typical characteristics of each age group. Traditionalists:

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age: 50-60’s recognize status and title tend to avoid conflict and be more mellow relate to past document most everything focus on process respond to material and financial incentives ($ and titles)

In-Betweeners:         

age: 40-50’s MBO (Manage by Objectives) prefer positive and direct approach combine formal and informal structure (grapevine) need support and involvement establish personal benefit for performance concerned about personal growth adapt socially very well respond to material & intrinsic awards ($ and titles & recognition)

Challengers:           

age: 30’s prefer to deal with issues & causes need sense of contribution need continuous feedback focus on objectives rather than process - make excellent team captains very informal, casual involve in something quickly participation very important to them tend to lose interest with repetitive application application of individual effort important need private criticism more than any other group

Synthesizers:            

age: 20’s very sincere - need lots of re-assurance good verbal skills very insecure tend to work better in groups need continuous predictable support give them suggestions, not orders insecurities stem from lack of experience show concern for them as individuals socially advanced - but prefer to work in teams burn-out quickly respond to economic focus $

MOTIVATE YOUR EMPLOYEES Many managers think that the best motivator is money. Money lets employees know their worth to the organization, but is not necessarily a sustaining motivational factor. A limiting factor of money is that as a reward it is based on performance evaluations, typically done once a year. To motivate most effectively, achievements need to be rewarded on an ongoing basis. Study after study shows that what employees really want is recognition for a job well done. They want to be appreciated for the work they do, be kept informed about things that affect them, and have a sympathetic manager who takes time to listen to them. Employees will be best motivated if you:   

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hire the person best matched to the job and to the corporate culture. realize that work environment is important. People should want to work there. Have fun! realize that communication should be a two-way street.  appear confident, friendly and approachable.  share information.  use positive reinforcement without negating the praise. (ex. It’s about time!)  praise the accomplishment, not the doer.  ask for input from your employees.  listen to input from your employees.  act upon input from your employees. trust your employees. respect your employees. recognize your employee’s weaknesses and strengths and use them to create challenging, but do-able positions. empower people. be willing to let others make mistakes. Overcome the attitude, “I can do it better than you can.”

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recognize that change can be painful for some people and therefore can be a de-motivator. reward desired behaviors.  reward creatively. Find out what motivates each of your employees (remember managing to the person?) and reward accordingly.  write a letter to the employee’s family.  wash the employee’s car.  reserve an employee parking place near the place of work.  give extra time off.  say thank you. This is one of the most effective rewards. When was the last time you did this? (To be most effective, the thank you should come as soon as possible after the achievement or desired activity has occurred. The gesture will lose its significance the longer the time span from the act is.)  be very specific about what you are praising the person for and why. Praisings that are too broad tend to seem insincere. But saying, "Thanks for cleaning those tables for me. It enable us to seat that large party of people very quickly," specifically says what and why an employee's effort was of value. strive to have employees work for something worthwhile. create excitement because the new breed of worker:  tends to have a short attention span  wants instant gratification  will do just enough to get by if bored be flexible. manage to the person. maintain an employee’s individuality. maintain values and integrity. “coach the game, don’t play.”

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