Employee Motivation in the Workplace
The number one thing a manager must realize, is that they cannot motivate people, not in the traditional sense. (McNamera) The way to have motivated employees is to make them self motivated, and a manager can implement strategies to help to encourage this self motivation. The following paragraphs will outline some potential strategies and motivators.
Lets start with what might seem like the most obvious motivator, money. Studies show that it’s actually very poor at motivating, unless it is tied directly to short term performance, such is the case with commission based compensation (Staren 74)(Compensation & Benefits for Law Offices 1). Rewards such as training and benefits actually work more effectively. (Compensation & benefits for law Offices 15) Even though you cannot further motivate employees effectively by paying them extra, if you do not pay them enough, it drastically cuts down their performance (Giancola 37). The “fair wage theory” states that “an employees effort varies according to their perception of whether of not they are paid a far wage” (Giancola 37). From this, a conclusion can be made; that supplying a fair wage is a fundamental need that must be met, before a employer can implement more novel strategies to further motivate employees
Another need that must be met before further motivation can take place is a a sense of safety in their job (Staren 74). This includes safety from both physical and psychological harm, as well as job security (Staren 74). This is one of those basic things that an employer needs to supply his employees so that they will perform even at a modest level. Employees need this feeling of security to be fulfilled before the employer can even start about further motivating them.
The best motivators tend to actually be things referred to as soft-dollar motivators. These things are either given to the employee, or could be as simple as a trait the company possesses (Giancola 36). These factors include, but are not limited to; career development opportunities, giving employees authority/autonomy, companies reputation in community, companies leaders, praise given to employees, and open communication within the company (Compensation & Benefits for Law Offices 15). Most of the stated items don’t cost cash directly, and and overall theme of these factors is that each one gives the employee a feeling of worth by working at the company.
One of the best things a company can do to have highly motivated employees, is higher the right people in the first place. Having naturally highly motivated people employed not only increases productively directly, but also indirectly as well. Other people working around and with the employee will be influenced by the hard working employee’s work ethic, and the other employees will themselves up their performance (Staren 76). The opposite is also true. Hiring a poorly motivated individual will have a similar spill over effect, causing those around them to become lazy as well (Staren 76).
Ensuring that employees have the right tools to perform their duties is paramount (Staren 75). It doesn’t matter how fast an individual is at typing, or how skilled they are with a camera, if they have a poor quality keyboard or camera, or even worse, lack the equipment all together, they are not going to perform very well.
Each employee is unique, and motivation strategies must be tailored to best suite what type of employees you have working at your company. Of course you cannot reward every employee in a different way, as that would raise all sorts of equality issues, but a manager can gauge what type of employees make up the majority of their companies workforce, or department workforce, and go from there. There are five different groups that each make up just under one fifth of the workforce, those that are: seeking awards, family/personal life orientated, interested in compensation, seeking freedom, and seeking praise. (Compensation & Benefits for Law Offices 15) There is another smaller group that makes up about five percent of the work force, those looking to move up through the ranks of a company. (Compensation & Benefits for Law Offices 15) This essay will give a brief description of each, and how to reward them.
The employees that are seeking awards, are looking for monetary awards, yes, but other awards can be used just as effectively, such as gift cards, or travel opportunities. The majority of these employees are female, and they tend to be younger (Compensation & Benefits for Law Offices 15).
The employees that are family/personal life orientated tend to be older, and the group is split almost fifty fifty between males and females. They value time with their family, and things that interfere with this time are not appreciated. Already we can see differences between groups, travel opportunities for this group of employees would be a terrible choice, while for the previous group, it is among the best options. To reward these employees offer incentives such as extra days off, or flexible schedules (Compensation & Benefits for Law Offices 15).
The third group of employees, are the group that is most concerned with monetary compensation. Cash bonuses work well for this group. Unfortunately this group has the lowest job satisfaction, and tends to be the most expensive to motivate. About 60% of this group is comprised of young females (Compensation & Benefits for Law Offices 15).
Employees that are concerned with freedom relish time off and flexible scheduling. These employees are also not as focused on monetary awards as they tend to be older, and have already achieved a certain level of monetary stability This group gets excited about being able to work on projects that they deem exciting, and meaningful. As mentioned the majority of this group is older, and about fifty five percent of them are males (Compensation & Benefits for Law Offices 15).
Those that are seeking praise are also not as concerned with monetary awards. These employees want their work recognized, and are the cheapest to motivate, as praise from management in written, or verbal form does wonders for their motivation. The majority of this group is male. (Compensation & Benefits for Law Offices 15).
The smaller group of employees that only make up about five to ten percent of the total workforce, are those focused on moving up through the ranks of a company. These employees are the most satisfied, and are naturally self motivated. Typical monetary and award based awards are shrugged off by this group of employees. These employees are much more interested in awards that demonstrate status, opportunities to prove themselves, and working alongside management. (Compensation & Benefits for Law Offices 15).
Its apparent that the many different types of employee personalities make motivating a workforce difficult. The challenge falls upon managers and human resource professionals to determine what strategies are best for their organization. These strategies will need constant monitoring to determine their effectiveness, and should be continually improved.
Ensuring that employees have the right tools to perform their duties is paramount (Staren 75). It doesn’t matter how fast an individual is at typing, or how skilled they are with a camera, if they have a poor quality keyboard or camera, or even worse, lack the equipment all together, they are not going to perform very well.
Each employee is unique, and motivation strategies must be tailored to best suite what type of employees you have working at your company. Of course you cannot reward every employee in a different way, as that would raise all sorts of equality issues, but a manager can gauge what type of employees make up the majority of their companies workforce, or department workforce, and go from there. There are five different groups that each make up just under one fifth of the workforce, those that are: seeking awards, family/personal life orientated, interested in compensation, seeking freedom, and seeking praise. (Compensation & Benefits for Law Offices 15) There is another smaller group that makes up about five percent of the work force, those looking to move up through the ranks of a company. (Compensation & Benefits for Law Offices 15) This essay will give a brief description of each, and how to reward them.
The employees that are seeking awards, are looking for monetary awards, yes, but other awards can be used just as effectively, such as gift cards, or travel opportunities. The majority of these employees are female, and they tend to be younger (Compensation & Benefits for Law Offices 15).
The employees that are family/personal life orientated tend to be older, and the group is split almost fifty fifty between males and females. They value time with their family, and things that interfere with this time are not appreciated. Already we can see differences between groups, travel opportunities for this group of employees would be a terrible choice, while for the previous group, it is among the best options. To reward these employees offer incentives such as extra days off, or flexible schedules (Compensation & Benefits for Law Offices 15).
The third group of employees, are the group that is most concerned with monetary compensation. Cash bonuses work well for this group. Unfortunately this group has the lowest job satisfaction, and tends to be the most expensive to motivate. About 60% of this group is comprised of young females (Compensation & Benefits for Law Offices 15).
Employees that are concerned with freedom relish time off and flexible scheduling. These employees are also not as focused on monetary awards as they tend to be older, and have already achieved a certain level of monetary stability This group gets excited about being able to work on projects that they deem exciting, and meaningful. As mentioned the majority of this group is older, and about fifty five percent of them are males (Compensation & Benefits for Law Offices 15).
Those that are seeking praise are also not as concerned with monetary awards. These employees want their work recognized, and are the cheapest to motivate, as praise from management in written, or verbal form does wonders for their motivation. The majority of this group is male. (Compensation & Benefits for Law Offices 15).
The smaller group of employees that only make up about five to ten percent of the total workforce, are those focused on moving up through the ranks of a company. These employees are the most satisfied, and are naturally self motivated. Typical monetary and award based awards are shrugged off by this group of employees. These employees are much more interested in awards that demonstrate status, opportunities to prove themselves, and working alongside management. (Compensation & Benefits for Law Offices 15).
Its apparent that the many different types of employee personalities make motivating a workforce difficult. The challenge falls upon managers and human resource professionals to determine what strategies are best for their organization. These strategies will need constant monitoring to determine their effectiveness, and should be continually improved.
References
Johnson R, Chang C. “Commitment and Motivation at Work: The Relevance of Employee Identity and Regulatory Focus.” Portland State University: Liu-Qin Yang.Robertson Library Database
UPEI, Nov. 2010. <http://library.upei.ca/>
Staren E. “Optimizing Staff Motivation” 2009.
Robertson Library Database
UPEI, Nov. 2010 <http://library.upei.ca/>
“Compensation & Benefits for Law Offices” 2007.
Robertson Library Database
UPEI, Nov. 2010 <http://library.upei.ca/>
Giancola F. “Common Misconceptions in Employee Rewards Management” 2010.
Robertson Library Database
UPEI, Nov. 2010 <http://library.upei.ca/>
McNamara C. Basics about Employee Motivation “(Including Steps You Can Take)” (2010).
Novemeber. 22, 2010 <http://managementhelp.org/guiding/motivate/basics.htm>
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