Motivating Employees
Strategies for Motivating Employees
Strategies for Motivating Employees
I. Introduction
II. Motivation
III. Strategies for Motivating Employees A. Employee Involvement B. Providing Performance Expectations C. Providing Feedback D. Implementing Professional Development E. Employee Recognition F. Giving Incentives
IV. Establishing Relationships
VI. Conclusion
Introduction
There was a point in time when employees were not valued by their managers or the company. Employees were perceived as just a small factor in the equation to produce goods and services. Elton Mayo led a study from 1924 to 1932 that was referred to as Hawthorne Studies, and the research that was attained changed the way employees were viewed (Lindner, 1998). Since an employee’s attitude has a direct effect on their performance, employees went from being viewed as something of minimal importance to a top priority (Lindner, 1998). Motivation has a major influence on an employee’s attitude; therefore, also influences their performance.
“Success largely depends on empowering employees as they take larger roles in shaping the firm’s culture” (Kauffman, 2010, p.8). The performance of the employees can determine if the company survives or fails. It is essential to have motivation within the workplace because motivated employees are much more productive and efficient. Creating an environment where employees feel motivated will in turn increase the chances of survival for the company.
Motivation
Often times, motivation is mistaken as a way for managers to manipulate employees into better performance, but motivation is much more than manipulation. Longnecker (2011) states “Motivation is not simply a means to get people to organizational goals; rather, it is a means to get people to buy in and take ownership of the organization’s needs as well as their own” (p.7). Employees
Strategies for Motivating Employees
I. Introduction
II. Motivation
III. Strategies for Motivating Employees A. Employee Involvement B. Providing Performance Expectations C. Providing Feedback D. Implementing Professional Development E. Employee Recognition F. Giving Incentives
IV. Establishing Relationships
VI. Conclusion
Introduction
There was a point in time when employees were not valued by their managers or the company. Employees were perceived as just a small factor in the equation to produce goods and services. Elton Mayo led a study from 1924 to 1932 that was referred to as Hawthorne Studies, and the research that was attained changed the way employees were viewed (Lindner, 1998). Since an employee’s attitude has a direct effect on their performance, employees went from being viewed as something of minimal importance to a top priority (Lindner, 1998). Motivation has a major influence on an employee’s attitude; therefore, also influences their performance.
“Success largely depends on empowering employees as they take larger roles in shaping the firm’s culture” (Kauffman, 2010, p.8). The performance of the employees can determine if the company survives or fails. It is essential to have motivation within the workplace because motivated employees are much more productive and efficient. Creating an environment where employees feel motivated will in turn increase the chances of survival for the company.
Motivation
Often times, motivation is mistaken as a way for managers to manipulate employees into better performance, but motivation is much more than manipulation. Longnecker (2011) states “Motivation is not simply a means to get people to organizational goals; rather, it is a means to get people to buy in and take ownership of the organization’s needs as well as their own” (p.7). Employees
References: Bolster, C. J. (2007). Take this job and love it. Healthcare Financial Management, 61(1), 56-60. Emmerich, R. (2001). Motivating employees during tough times. CPA Journal, 71(10), 62. Kauffman, C. (2010). Employee involvement: A new blueprint for success. Journal of Accountancy, 209(5), 46-49. Lindner, J. R. (1998). Understanding employee motivation. Journal of Extension, 36(3), 25-29. Longenecker, C. O. (2011). How to best motivate workers. Industrial Management, 53(1), 8-13. Sadri, G., & Seto, S. (2011). Max performance feedback. Industrial Management, 53(1), 14-19.