How Can Managers Motivate Their Employees – Have you noticed how often managers believe that money is the best way to motivate their employees? They assume that a well-paid employee will be a productive employee. But in fact, evidence shows that money is among the worst motivators. The Harvard Business Review recently reviewed the existing research on the topic and determined that “there is little evidence that money motivates us, and quite a bit of evidence that it actually demotivates us.”
Specifically, HBR cites the study by Tim Judge and his colleagues that found a correlation of less than 2% between salary and job satisfaction. Additionally, Gallup’s 2013 State of the American Workplace study found that only 30% of the American workforce is motivated, and there is no significant difference in engagement between pay levels.
How Can Managers Motivate Their Employees
So how can you motivate your employees? The answer lies in the difference between intrinsic and extrinsic motivation.
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Employees who work because they love their work (intrinsic motivation) are three times as engaged as employees who work for money or rewards (extrinsic motivation). So instead of just focusing on raises and bonuses, managers should work to develop their employees’ connection to and satisfaction with their work. Here are three ways to motivate employees:
Employees are more likely to be motivated if you provide them with a workplace culture that supports their efforts. As a leader in your company, this positive environment starts with you. 67% of employees are “highly motivated” or “extremely motivated” by receiving praise and recognition from their immediate supervisor. In addition, 63% are highly motivated by receiving attention from their leaders.
This supportive environment can also be fostered by small, close-knit teams. The aforementioned Gallup study found that smaller teams (five to nine employees) have higher levels of engagement than teams of 10 or more. Smaller teams allow each employee to have a voice and a role in the group, and employees are more likely to feel that their work is validated.
Employees are also more likely to be engaged if they feel they have room to grow. Growth need not be directly linked to economic benefits; Employees often just want the opportunity to develop as workers and as people. According to the aforementioned engagement study, 62% of employees are highly motivated by the opportunity to lead projects or work groups.
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Another way to allow employees to develop is to give them the flexibility to work when and where they want. The previously mentioned Gallup study showed that employees are more engaged when they are given the opportunity to work from home or a location of their choosing. However, this does not mean that all employees must work remotely all the time. The study found that employees who work remotely only part of the time (less than 20%) are most engaged (35%), perhaps because they get both the flexibility of remote work and the camaraderie of office work.
Gamification, the business practice of using game mechanics to increase user engagement, has proven very successful in inspiring employee engagement. A recent Forbes article describes how consulting firm Deloitte struggled to encourage its employees to complete leadership training. So they implemented a series of game elements, including badges and status symbols. Subsequently, the certification time is reduced by 50 percent.
One way is to track each employee’s profitability over time. First, track employee time for each project and the cost of each project, and then you can determine profitability per employee. Every quarter, your employees can compete against their own past productivity scores. Much like a runner trying to beat his previous time, your employees will be more engaged in their work and more motivated to improve their productivity.
The motivation of your staff is directly linked to the success of your company. And instead of relying on salaries and bonuses to drive employee engagement, make sure your company is a place where your employees really want to work.
Awesome Ways To Motivate Employees
Curt Finch is CEO of Journix. Journix strives to be relentlessly creative and to build tools that help you spend your time on things that matter. After all, time is all we have. Founded in 1996, Journyx offers its customers two solutions to…
Your contact and company information will be used to fulfill this request and to provide other services. Motivation Internally generated drive to achieve a goal or pursue a particular course of action. Refers to an internally generated drive to achieve a goal or pursue a particular course of action. Highly motivated employees focus their efforts on achieving specific goals; Those who are unmotivated do not. It is therefore the manager’s job to motivate employees – to make them try to do their best. But what motivates employees to do well? How can a manager encourage employees to show up to work every day and do a good job? Paying them helps, but many other factors influence a person’s desire (or lack thereof) to excel in the workplace. What are the reasons? Are they the same for everyone? Do they change over time? To address these questions, we will examine four of the most influential theories of motivation:
Psychologist Abraham Maslow’s hierarchy of needs theory Theory of motivation that states that people are motivated by a hierarchical series of unfulfilled needs. Suggesting that we are motivated by the five unsatisfied needs, arranged in the hierarchical order shown in Figure 7.3 “Maslow’s Hierarchy-of-Needs Theory”, which also lists examples of each type of need in both the personal and work spheres. For example, look at the list of personal requirements in the left column. At the bottom is
For example, let’s say you’ve just returned to college and for various reasons that are not your fault, you’re broke, hungry, and homeless. Because you’ll probably take almost any job that will pay for food and housing (
How Managers Might Motivate Professional Workers
Needs), you go to work and return cars. Fortunately, your student loans will eventually come through, and with enough money to support yourself, you can look for a less risky job (a
Required). You find a job as a night guard in the library and although you feel safe, you start to feel cut off from your friends, who are active during the day. You want to work among people, not books (a
Required). Now you go with some of your friends and sell pizza in the student center. This job improves your social life, but even if you’re very good at making pizzas, it’s not very fulfilling. You want something that allows you to show off your intellectual talents (a
Required). So you study hard and get a job as an intern in the governor’s office. After graduation, you rise through a series of government appointments and eventually run for state senator. When you are sworn into office, you realize that you have reached your full potential (a
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What implications does Maslow’s theory have for business managers? There are two key points: (1) not all employees are driven by the same needs, and (2) the needs that motivate people can change over time. Managers should consider what needs different employees are trying to satisfy and should structure rewards and other forms of recognition accordingly. For example, when you got your first job repossessing cars, you were motivated by the need for money to buy food. If you had to choose between a trophy or a plaque that recognizes your achievements, you would undoubtedly choose the money. As a state senator, however, you may prefer public recognition of a job well done (say, election to higher office) over a raise.
Another psychologist, Frederick Herzberg, set out to determine what job factors (such as pay, job security, or development) make people feel good about their jobs and what factors make them feel bad about their jobs. He surveyed workers, analyzed the results, and found that to understand employees
Figure 7.5 “Herzberg’s Two-Factor Theory” illustrates Herzberg’s two-factor theory, which holds that motivation involves both motivational factors (which contribute to job satisfaction) and hygiene factors (which help prevent job dissatisfaction). . Note that motivational factors (such as promotion opportunities) relate to
We will ask the same question about Herzberg’s model as we did about Maslow: What does it mean for managers? Suppose you are a senior manager in an accounting firm, where you manage a team of accountants, each of whom has worked in the firm for five years. How would you use Herzberg’s model to motivate the employees who report to you? Let’s start with hygiene reasons. Are the wages reasonable? What about the working conditions? Does each accountant have their own workplace, or are they crammed into small work rooms? Are they properly supervised or left on their own to sink or swim? If hygiene factors such as these do not meet the expectations of employees, they may be dissatisfied with their jobs.
Ten Ways To Engage And Motivate Employees
As you can see in Figure 7.5 “Dertsberg’s two-factor theory”, fixing problems related to hygiene factors can ease the job
. To increase satisfaction (and motivate someone to perform better), you need to address motivational factors. Is the work itself challenging and stimulating? Get employee recognition for
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