Motivation is one of the enigmas that many managers never quite seem to grasp the importance of. O yes, they may say they are motivational in their style, but when you ask their team members to honestly judge their line manager’s motivational skills, often the response is not as good as the manager would like to hear.

We know that one of the key motivators for staff is the aspect of recognition for a job well done. Why is this? Well, all of us have a need to feel valued at some level, that what we are doing is making a difference in some way. That fuels our self-esteem and self-concept, things that monitor how we feel about ourselves. So, when we are recognised for what we do, it makes us feel good about, not only ourselves, but it changes our feelings about the individual(s) who brought that feeling about.

How do we make sure, then, that we recognise individuals at work without it appearing patronising or being taken for granted? Here are 6 steps:

1) Make the decision to do it: Strange as it may seem, recognising people at work for what they do can be systemised, so start in your immediate sphere of influence and find out specifically what makes people tick. Don’t expect to get it right first time every time, but watch for what works and what doesn’t.

2) Be clear about what you want to achieve: What specifically do you want to recognise and reward? When should it be done? Where should it be done? How should you do it? What kind of response do you want and can expect? The answers to these questions will start you on the journey.

3) Watch the reaction when you start recognising people: Do they take you seriously?Are you getting the response you expected? Some staff may wonder which alien has replaced their manager.But if you do it specifically, at the right times and genuinely, you may find people reacting favourably.

4) Follow the right process: By this I mean the recognition should be specific, linked to the performance you want repeating, is positive, sincere, personal and done proactively.

5) Determine how you can recognise people at work: Think how you can make people’s work interesting for them. Help them see how their role plays out in the big picture of things. Feed information and quality communication to staff. That way, they will feel involved and that they matter. Involve them in decision-making so that they own some of the decisions made. Show them how much independence and autonomy they can gain in their work.

6) Keep the momentum going: Ask if you are getting the results you expected. Is your timing correct? Are you being individual in your recognition, or have you missed something? One manager organised a golfing day for his team, as recognition for their year’s work and to do some team building. He hadn’t taken into consideration that he was the only person in the team who liked golf!

Take personal responsibility for recognising individuals at work and you will no doubt see the benefits in the results you achieve.

Thanks again

Sean

Sean McPheat
Managing Director
MTD Management Course

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Have you ever agreed to a staff request for a higher salary on the basis that it would encourage and motivate them to work harder and smarter, then find that it didn’t have the desired effect?

Even though many people will say that money is their key motivator, it’s surprising how little real difference it makes to attitude and motivation. Frederick Hertzberg said that money is a ‘hygiene factor’; that is, it acts as a demotivator if it’s lacking, but only a short-term motivator at best when it is given as a reward.

More times than not, what is more important to staff are such intangibles as being appreciated for the work they’ve done, being kept informed about things that affect them and having a sympathetic manager who takes time to listen to them. None of these intangibles are very costly, but they all do take the time and thoughtfulness of a manager who cares.

How can you provide frequent and personal rewards that are aimed at not just improving their job satisfaction, but also allow the individual to tap into their creativity and actually enjoy the rewards of working?

Take time to find out what specifically motivates and excites each of your team members. Personalised motivation seems to gain more response because people like to feel that they are getting individual attention, rather than just being part of a team effort.

When one of your employees has put in extra effort on a key project or achieved a goal you had mutually set, immediately recognise the achievement in a unique, memorable way. You will find that the more creative and unique you are with the reward, the more fun it will be for the employee, yourself and others in the organisation.

I heard of one manager who wrote to a team member’s family, telling them of his achievement. It was received very well at his home, as his family realised how much he was appreciated at work.

Another company had their MD sit down once a month with the employee of the month, at a special lunch, and discuss how the employee had contributed to the success of the company with their attitude and achievements. The employee always felt respected and honoured to have that privilege.

If you work in a large organisation, drop your CEO or COO a quick email outlining what the employee has achieved, and ask them to give the employee a call to congratulate them.

If the team member has a specific hobby, maybe buy a small gift that relates to that hobby. That would be received far better than the equivalent amount of money in their pay packet.

I heard of one manager who treated staff members to a complete valet of their car, inside and out, in recognition of great performance. It showed how important the little things were to that company.

If the budget stretches that far, take the team out for a special lunch to say thanks for all their efforts. Join them on an evening event, like a trip to the theatre or bowling. Not only will it build the team up, but they will also feel recognised for the role they play.

Have an ‘Excellence Day’ where team members show their skills at their favourite hobby. Create a fun day so that everyone can share their skill and knowledge. Devise a fun quiz and then order lunch in, so everyone can enjoy contributing and gaining at the same time.

These ideas and hundreds of others like them are limited only by your imagination, time and creativity. Not only will such rewards uniquely single out exceptional employees, they will create a positive story that the employees will tell to others time and time again. Friends, family and colleagues will get to hear about each individual’s achievement and what the company did to celebrate it, and the employee will get to relive the recognition many times.

Rewarding employees for exceptional work they’ve done is critical to keeping them motivated to want to continue to do their best. Although money is important, you can potentially get even more benefit from such personal, creative and fun forms of recognition as discussed above. Try such rewards for yourself to see the pride, enthusiasm, fun and motivation that can be generated.

Thanks again

Sean

Sean McPheat
Managing Director
MTD Management Course

Click below for a:
FREE email course “Improve Your Management Skills”

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There are many motivational models that appeal because of their applicability to the real world. None more so than Victor Vroom’s Expectancy Theory

His theory assumes that all our behaviour comes from choices among alternatives whose purpose it is to maximise pleasure and minimise pain. He suggested that the relationship between people’s behavior at work and their goals was not as clear cut as others had imagined. He realised that an employee’s performance is based on individuals factors such as personality, skills, knowledge, experience and abilities.

The theory states that people have different sets of goals and can be motivated if they believe that:

– There is a positive correlation between efforts and performance,
– Favorable performance will result in a desirable reward,
– The reward will satisfy an important need,
– The desire to satisfy the need is strong enough to make the effort worthwhile.

This will only occur, Vroom states, if the following belief systems operate:

1. People actually want the reward, so managers must identify the value structures of their employees

2. People expect that they can attain the reward

3. The reality of the reward. Managers must ensure the promised rewards are carried through

Vroom suggested that an employee’s beliefs about these things interact psychologically to create a motivational force such that the employee acts in ways that bring about the conditions for the reward to actual come about. He stated that people will be driven and motivated by how much they want the reward on offer, the chances of them actually achieving the reward and whether the expectation of them receiving is is high.

This formula can be used to predict whether someone will actually be motivated to achieve goals set by management. And it answers the question why some people are more motivated than others; they simply want the rewards more than others.

Thanks again,
Sean

Sean McPheat
Managing Director
MTD Management Course

Click below for a:
FREE email course “Improve Your Management Skills”

While everyone works for a paycheck, it’s not secret that most employees prefer to be acknowledged with rewards and motivational incentives as well. Applying incentive programs above the annual pay raise can be a tricky task.

There are three main concerns when it comes to determining whether or not implementing a reward system will hinder or help your business:

1. Will an employee’s attitude change? While it is possible for an employee to produce high-quality work with a not-so-wonderful personal attitude, he will, more often than not, have a better attitude if he feels his work is appreciated.

2. Will your employees begin to exhibit behavioral changes? The hope is that they will because employee reward programs will keep them satisfied. They’ll be less likely to call out from work, waste time, or look for new jobs. Of course, your employee rewards have to be worth their efforts or they’ll become disgruntled and stop trying to achieve the goals you’ve set.

3. Will the rewards you choose have a motivational effect? In the end your employees will work harder not only because they want rewards but because they know their work will be evaluated often.

In the end, it comes down to whether or not you are able to implement an employee reward system that is favorable to both your organisation and the employees themselves. What are some of the ways you reward your employees for their hard work and dedication?

Thanks again,

Sean McPheat
Managing Director
MTD Management Training

Click below for a:
FREE email course “Improve Your Management Skills”