Perhaps the single most important technique for motivating the people you supervise is to treat them the same way you wish to be treated: as responsible professionals. It sounds simple; just strike the right balance of respect, dignity, fairness, incentive, and guidance, and you will create a motivated, productive, satisfying, and secure work environment. Unfortunately, as soon as the complexities of our evolving workforce mix with human relationships, even the best-intentioned supervisors can find the management side of their jobs deteriorating into chaos.
As corporations strive to boost earnings in an increasingly competitive environment, they inevitably turn their attention to the issue of employee productivity and motivation. When employees are unsatisfied with their current work situation, productivity decreases, tension builds in the workplace, and morale becomes very low. Companies have known historically that morale affects productivity, yet management has struggled to come to terms with the factors that can create positive morale and an environment that attracts and retains workers and encourages them to produce. For this reason, many companies look for training and practices that aim to achieve a higher level of employee motivation.
Maslow¡¦s & Herzberg¡¦s
For many years various motivation theories have made assumptions and offered explanations regarding human nature. However, no single motivation theory has proven to be the end all - be all - of motivation. In order to understand the various underlying themes related to motivation the following three theories have been identified - content, process and reinforcement. Content theories are primarily concerned with what arouses behavior or particular attributes that motivate individuals. The most prominent content theory of motivation is Maslow's Hierarchy of Needs and Herzberg¡¦s Motivational-Hygiene Theory. Maslow offered that human beings have their needs arranged in a hierarchy such that they are motivated to seek satisfaction of the lower levels of need first. Once that level of need is satisfied it is no longer a motivator, and the person is motivated by the next level up the hierarchy.
From a managerial perspective money, status, achievement, working conditions, friendly supervisors and co-workers can satisfy these individual needs. Herzberg used this theory as...
... middle of paper ...
...t's your department; the buck stops with you. Your team respects your integrity and trusts you to lead. You become a champion, not an oppressor.
Share the Spotlight: The flip side of accepting responsibility for everything that goes wrong is giving subordinates just credit for everything that goes right. Never take credit for a subordinate's work, and mention names at every possible opportunity. Don't be afraid that this approach endangers your own career. You were made a supervisor because others in authority recognized your capabilities. The test of your value as a supervisor is your ability to create a productive, efficient team. Show management that working for you is the best thing that ever happened to your staff by drawing attention to each subordinate's excellent performance. If your team is performing at a high level, you won't need to blow your own horn - your value will be obvious. Conclusion
The face of business is evolving at a mind blowing pace. As the economy fluctuates and organizations seek ways to beat the competition and be profitable, nothing remains more important to this goal than keeping the employees and management motivated in the modern workforce.
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