Do you think you can motivate employees? The answer to that question is NO! They have to motivate themselves. The topic of motivating employees is very important to managers and supervisors. Motivation is a function of individual will. We do things because the outcome is appealing and serves as an incentive.
First of all, the way an employee feels about their job and surroundings usually determines how motivated they are. It has a lot to do with job satisfaction and productivity. Job satisfaction depends on rewards like compensation and benefits. Job satisfaction has to do with the culture of the organization. That means the things that make your business special and make the people who work there proud to be there. Productivity is all about working smart, making the most out of what resources you have available, and making the most effective plans and decisions. In order to learn how to motivate "today's" worker, you must learn how to identify causes of low morale, apply proven techniques to motivate employees, prepare individual action plans to solve on-the-job problems and improve overall employee behavior. Motivation is the primary concern and challenge involving today's managers. The reason you need to know about motivation is because: you should know that your employees are the key to success in your business; motivation affects employee performance which affects organizational activities; positive employees lead to positive customers; motivational employees make your job easier. To be successful in motivating people you must first understand that you cannot motivate anyone. All you can do is create an environment that encourages and promotes employees to be motivated. Motivation is getting someone to do what you want you want them to because THEY want to do it. The challenge is giving them a reason to want to do it. You have to tune in to their needs, not yours.
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Secondly, you must first know what kind of behavior you want the employee to display. You must be clear about your expectations before you can communicate them to your employee. Another important fact to keep in mind is that the one in charge is the critical component in the motivation process. There is no quick way to change your employee's behavior. It takes time and patience. You will find out what satisfies one employee may not satisfy the other. You may have to use "trial and error" until you find what fits your individual employees. You may also find out that no matter how hard you try, some employees won't change their behavior. If that is the case, you must ask them to leave. Managers usually misinterpret what he/she may think will motivate the employee. So how do you motivate your employees? One way is you can get them to fill out an assessment where they list what's most important to them in a job. The best way is to ask them and really listen to what the employee has to say. Sometimes they answer directly and sometimes indirectly. These are some characteristics of contemporary employees: compensation is the main one, if they do the work they expect to be rewarded accordingly; they are concerned with recognition; they want to participate in decisions that affect them; they want to be able to communicate with the manager; they tend to have short term goals; they want work to be interesting, creative, and a fun environment; they appreciate positions where they can move up; they tend to place their priorities first with leisure, then family, then work. Those are common for "today`s" worker.
Thirdly, another important fact that has to do with motivation is, it's important to have one-on-one meetings with each employee. Cultivate strong skills in delegation. Delegation skills include, conveying responsibility and authority in your employees to do certain tasks. By doing this your employee will have stronger motivational skills and appreciate their job more. Skills in delegation certainly help out managers and supervisors. A lesson that needs to be learned by new managers and supervisors is, focus on employee behavior, not their personality. Focus on when you set certain goals for them, what their behavior is like when trying to achieve those certain goals. Don't show favoritism to the employee who is most popular; you should focus on what you see with your own eyes. That's what gets a lot of managers and supervisors in trouble today. They focus on what they feel for the employee. When you see an employee achieving their goals or getting better at their job you should reward them accordingly. You should let your employee know if they are making a difference in the workplace, this will give them more fulfillments in their job. Also let your employee hear from their customers whether it's good or bad. After all, the customer could explain the benefits of the efforts of the employee. Admit to yourself if you don't like an employee that works for you and approach someone else if it helps. Managers and supervisors are human just like any of us. It is not uncommon for you to just not like someone who works for you. It could be a simple reason like they look like a specific person you don't like. If this is the case, admit to yourself you don't like the employee and then approach the appropriate person to talk about it. Like your boss, peer, spouse, etc. Once you've done that then you need to get them to help you realize what it is you don't like about the employee. That will give you a clearer perception of how to create a more positive working relationship with this person. If you continue to focus on what you see in an employee's performance, you will go a long way in building your relationships that are both fair and equitable with your employees.
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Also, a good motivation outline program would be to: review salary/wages and benefit levels. Are they adequate? If not, it will be hard to motivate; how are the working conditions? Good or bad? Poor working conditions are one of the biggest de-motivators these days; review your hiring policies. Are employees hired because they are qualified and get along good with others? Inexperienced employers tend to hire employees based on quantifiable job qualifications, they tend to over look their ability to work, that's the most important thing in qualifying for a job; discuss group goals to your workgroup, you should hold meetings with your workgroup to discuss your goals so that you can maintain a little society within your workplace. You should inform your employees of what you want to accomplish, what you are going to accomplish, and how it will turn out. Create a recognition program where productive employees are periodically recognized by the work group. It is behavioral motivation at its best when you hold a meeting where the group recognizes productive employees and you provide a reward. Remember, a reward can be something as small as a "Thank You" or as big as a nice bonus. Always tell people when they're doing a good job, if you do nothing else DO THIS!! To be most successful, you need to learn what works the best. Motivation is an art, not a science. Be flexible, remember to learn from your mistakes and use this information to start your own studies.
In conclusion, it is apparent that motivation is driven by one's will and encouragement from their supervisors. Customer satisfaction and job satisfaction hinges on motivated employees. Meeting, delegating, and promoting development with your employees is also an important factor in motivation. If you follow these simple steps in the motivational process you will have a positive influence on your employees and your organization.