Today, I want to advise you on your career and finding the right job. Read on.
When deciding how to motivate people, there are several management training considerations.
What do you expect of them?
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Most motivation is about behavioral change, whether you are trying to motivate someone to do more of something, stop doing something, or change something. This type of change is challenging for all of us.
What do you expect from them?
You should always be able to quantify what you want from someone. This will assist you in determining and communicating your expectations. You also give the person the opportunity to assess their own performance while keeping track of their progress.
Understanding your expectations of people in terms of units of measurement can help you assess their feasibility.
Will the individual have enough time to complete tasks and meet deadlines?
If money is the measure of success, rather than simply setting a monetary goal such as increasing profits by 5%,
To achieve a higher monthly sales volume (x amount of dollars), divide the total dollar amount into units.
A warehouse and production manager with 150 employees under his supervision had seven employees who were frequently late for work. These employees were all team members on a production line, and each day slowed production by ten to twenty minutes.
The manager disliked motivating from a negative perspective, so he tried reprimanding the employees. He produced no results. Then he shifted their start time from six a.m. to six thirty a.m. Every day, the same seven employees arrived between 6:40 and 6:50 a.m.
The manager was hesitant to fire these seven employees because they were all above-average performers. He decided to do some math and discovered that the delay in starting time with other employees on the clock, as well as idle and lost production time, was costing the company more than $70,000 per year. He spoke with each of the seven employees individually about it, and he posted a notice about the cost of tardiness. He then started docking each employee’s pay by twice their salary for every minute they were late.
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Two of the seven employees changed their behavior and became punctual right away.
After a week, he announced that any employee on any team would be docked for any member who did not arrive at the start of the shift.
Four of the remaining five employees no longer arrived late. The last remaining employee was eventually let go.
So, in this case, some employees were motivated by money, while others were motivated by peer pressure, and one was uninterested.
Here’s a secret about motivating people: If they don’t want to change, you probably won’t be able to change them. So the trick is to figure out what will compel someone to change their behavior.
You must determine each person’s point of no return when planning for success with each person you manage or want to motivate. This is the point at which the person is not changing and the investment of energy, time, and money is no longer worthwhile. This was the case in the preceding analogy with the final employee who was let go. Implementing any additional programs for this final member of the group of seven was simply no longer financially feasible. Furthermore, this employee’s behavior may have a negative impact on other employees. After all, if he was allowed to continue working while breaking the rules, there might not be any consequences for any of them.
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Unfortunately, many people are only motivated by a fear of negative consequences. A manager is forced to become a disciplinarian as a result of this.
What is the reason for this person’s need for motivation?
What has worked in the past to motivate this person?
Tools: Ensure that everyone has the tools they need for the projects you assign.
Is this person going to be reliant on the performance of others to achieve his or her objectives?
Furthermore, you will be able to better understand what you are asking of someone. If the transition is difficult, you may want to divide your expectations into units. Because of time constraints, your expectations may be difficult to meet. What do you expect from them?
What is their position?
Employee recognition is an important aspect of people management that is frequently overlooked, and it should be covered in all management training programs. By rewarding employees for important outcomes that they produce for your organization, you are reinforcing actions and behaviors that you want to see repeated not only by that person but by others in your organization. Employee recognition is more than just showing your employees that you’re a nice guy; it’s also a way to encourage behavior that benefits your company’s success.
Furthermore, employees who believe their employers genuinely care about them and their well-being produce better results. According to studies, praise from a supervisor ranks higher than money, benefits, or events in conveying that a company values its employees. Recognizing an employee for good work is also critical to retaining that employee.
Employee recognition has been shown to improve workplace communication, productivity, and the overall workplace environment. Employees are more motivated to achieve desirable results, and their motivation influences their coworkers to do the same. Customers tend to be happier when their employees are happy. As a result, recognizing a single employee’s action can have far-reaching consequences.
A good recognition system will be simple, quick, and effective. Employees of all levels should be eligible for recognition. Everyone should be able to understand what specific actions are being recognized through communication. This communication could occur through a company newsletter, an email announcement, or a staff meeting. Never use a reward system in which those higher up the ladder select the recipients. These systems end up being perceived as favoritism, or they become ineffective because employees believe that everyone will eventually get their turn.
Recognition can be achieved in a variety of ways. Of course, an employee can be signaled out verbally in front of his or her peers. A letter of commendation may be written and filed in the employee’s file. A manager could write a personal note and include a gift with it. Motivational posters, engraved items, gift baskets, organizational logo merchandise, and gift certificates are all popular employee recognition gifts.
Most people get out of bed, fight traffic, and go to work every day because they need money. They do not always enjoy their jobs. This is why more money does not always motivate many of these people. Having more money makes no difference; they still have to get out of bed every morning and go to work.
This is why you should investigate what other factors will motivate your employees. How can you motivate them to work harder? Some people are motivated by praise.
What is the difference between recognition and rewards?
There are almost as many ways as there are employees to keep them happy and productive. Recognizing employees and their efforts, on the other hand, will go a long way with the majority of them. How can you express your gratitude to employees?
While some people are content with a simple thank you or a pat on the back for a job well done, others prefer monetary rewards.
Recognizing employee achievements and dedication in a group setting with a gift card serves two purposes. When using the gift card, the employee will receive an acknowledgment from coworkers and will have a moment of private responsiveness. Magazine subscriptions are popular as gifts among some employers. This is a fantastic reward. If the magazine is relevant to the employee’s interests, they will feel a sense of personal recognition because the employer or manager put some thought into the gift. Furthermore, when the magazine arrives each month, the employee will be reminded of his or her appreciation.
Make sure that your reward programs aren’t solely competitive. This can actually backfire and cause negative feelings among those who feel excluded, as well as start a cycle of blame as they try to dismiss their lack of recognition.
The employee of the month, salesperson of the month, good attendance, punctuality, years of service, an effort above and beyond the call of duty, or simply a job well done can all be recognized with personally engraved plaques.
So there are awards and rewards for recognizing and rewarding employees in the hopes of motivating them, as well as awards and rewards at the end of successful projects or when goals are met.
If you’re going to announce an award or a reward as a carrot to encourage performance, make sure the criteria are clear and the goal is attainable.
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In conclusion, you can now decide how to navigate your career and find the right job. Take action and succeed.
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