What Motivates Employees
Employees are better stimulated by intermediate achievements, without waiting for the work completion, since great successes are difficult to achieve and they are relatively rare. It is important to give employees a feeling of the confidence because it requires an internal need for the self-assertion. Here are some rules for the effective motivation of employees. In recent years, the human resource managers are mastering all new ways of stimulating, not only the classical economic motivation in the form of cash bonuses and raise of salaries but also non-economic incentives.
The motivation brings good results when subordinates feel the recognition of their contribution to the work results. The environment and size of the office, participation in prestigious congresses, the function of the representative of the company in important negotiations, promotions – all these encouragements emphasize the position of the employee in his colleagues’ and outsiders’ eyes. Unexpected, unpredictable, and irregular incentives motivate employees better than projected when they practically become an invariable part of wages. Generally, the positive reinforcement is more effective than the negative reinforcement. The reinforcement should be urgent, which is expressed in an immediate and fair reaction to the actions of employees. They begin to realize that their extraordinary achievements are not only seen but also appreciably rewarded. The longer the time interval between the action and the reaction, the less is the effect. However, the promotion of the leader must eventually be realized, and not remain in the form of promises. Employees should be stimulated by intermediate achievements, without waiting for the completion of all work, as great successes are difficult to achieve and relatively rare. Therefore, it is desirable to reinforce positive motivation through not too long intervals. But for this, the general task should be divided and planned in stages so that each of them could be given an adequate assessment and a proper reward corresponding to the amount of work actually done. It is important to give employees feel confident, as required by an inner need for self-affirmation. Success leads to success. Without good reason should not always allocate any of the employees, sometimes it should not be done for the sake of the collective. In this case, a specific enterprise cannot have a standard incentive package, incentives should be targeted to a specific employee.
Here are a number of rules for the effective motivation of employees:
- Punishment as a means of motivating employees.
- Cash payments for the goal fulfillment.
- Social policy of the organization
- Perfection of the system of organization of labor and management
- Intangible incentives not related to any expenses of the employer
- Payments for motivating a healthy lifestyle of employees.
Some companies prefer to punish more, other corporations encourage more, somewhere finding a really golden mean. The level of punishment depends primarily on the objectives of the impact. The main goal of punishment is to prevent actions that could harm the company. That is, the punishment is not valuable in itself, to be considered as a kind of revenge for the wrong actions of subordinates, but as a barrier not allowing that person to make mistakes in the future and setting an example for other employees. So, the punishment is effective when it is focused on providing the required psychological impact on the employee and the whole team. When punishing an employee, it is necessar
y to have an explanation, for what and why the punishment is applied. Punishment must necessarily correspond to a misdemeanor.
This is the most common type of motivation. Such payments are made when the employee meets certain pre-established criteria. Among them, there may be economic indicators, quality indicators, employee evaluation by other persons. Each company sets its own criteria of this kind.
First, the organization implements benefits and guarantees the social protection of employees (social insurance for old age, temporary incapacity for work, unemployment, etc.) established at the state or regional level. Secondly, organizations provide additional benefits to their employees and their family members, related to elements of material incentives, at the expense of funds allocated for this purpose of different social development funds. Thus, the social policy of the enterprise (organization) as an integral part of the personnel management policy represents activities, related to the provision of additional benefits, services, and social benefits to employees.
The interest of employees in the work in the organization and its successful economic activity is the higher, the more the number of benefits and services provided, including those not directly prescribed in the current legislation. This leads to the reduction in staff turnover, as the employees are not willing to lose numerous benefits when leaving. Such a policy can provide additional income for employees in the case of low wages (for example, in state enterprises) or be offered in the interests of attracting and retaining a skilled workforce with a high level of pay.
Improving the coordination and interaction between the employees of the organization, the proper distribution of duties, a clear system of promotion, the establishment of a spirit of mutual assistance and support, and the improvement of relations between managers and subordinates all contribute to increasing efficiency, productivity, and motivation of work.
These tools are especially relevant for organizations with limited material incentive resources, for example, in government organizations. Intangible incentives include:
The rewards of appreciation may include issuing of pennants, diplomas, titles “best by profession”, “leader of the year”, “manager of the year” with the presentation of a badge and a valuable gift, written thanks of the company’s management. The remuneration is associated with a high evaluation of the employee status, his invitation as a lecturer, counselor, etc.
These are payments in the form of a monetary reward for quitting, for employees who have not missed a single working day during the year because of illness, for workers who are constantly engaged in sports, and so on.
The main directions to increase the loyalty and motivation of the staff can be:
– Maintaining a favorable psychological climate in the team;
– Development of a conflict management system and organizational culture;
– Formation of a sense of justice among the employees, the construction of effective feedback systems;
– Dissemination among staff of effective performance assessment systems;
– Attentive attitude to the problems of employees and the formation of their sense of security;
– Integration of employees in the team;
– Creating “one team” by increasing the closeness of positive emotional ties and forming a positive group opinion in relation to professional activities.
To eliminate the physical and moral discomfort of employees, it is advisable to invest a small amount of money every month in providing recreation opportunities. Many companies understand that if people are not allowed to rest, they would not be able to work productively. If an employee to feel at work like at home, then most likely he will work much better. Different events are a part of the social policy of the organization. Holidays, sightseeing trips, paid dinners, parties have a positive effect for the company’s employees, eliminating the fatigue, accumulated during the working time.