Theories and Techniques for Motivating Employees
- Herzberg's theory of motivation still applies: people complain about poor 'hygiene' factors - working conditions, benefits, even salary, because of a lack of 'motivational' factors - in short: they're bored!
- A 'hygiene' factor is a constant, independent of performance.
- A 'motivational' factor is what you get only through your own effort.
- Is there a close relationship between what you want others to do and some reward?
- If rewards are not tied to performance, you won't motivate anyone.
- We want to feel important, to be needed, to achieve something meaningful, to stand out.
- Motivation stems from satisfaction in doing a good job or from recognition by others for our efforts.
- Money can be a motivator, but only if you value more money and perceive a strong relationship between your effort and reward
- The strongest employee motivators are: achieving results, being valued, made to feel important, being included and accepted by an admired group, competing - getting ahead of others, gaining influence and status, earning more money, opportunities to do things you enjoy.
- Something can motivate behaviour only if that behaviour leads to it.
- The key is to find out what motivates the people you want to motivate.
- Avoid assuming they want what you want.
- Your power to motivate will depend, in part, on how much others value recognition from you or inclusion by you.
- Find out what characteristics your subordinates admire in their corporate heroes and try to develop those traits in yourself.
- You won't motivate technical wizards by being a socialite, for example.
- You can try appealing to a grand vision, but you need to show people what's in it for them.
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