What is Motivation?
It includes three common characteristics:
It is concerned with what activates human behaviour.
It involves what directs this behaviour toward a particular goal.
It addresses the question of how this behaviour is sustained (supported).
It is important to have a motivated team. It leads to better productivity, lower levels of absenteeism and staff turnover, and improved customer service.
The good news is that it is possible to improve the motivation and morale of your team. But how?
As a manager, you can set up incentives that give people the opportunity to achieve things they want through their work. This will be different for each member of the team. A good manager develops strong relationships with their staff and understands what makes them “tick”, what they want, and how to support them in achieving it.
Following research by Frederick Herzberg, there are a number of key motivators for people at work. The following is a list of these motivators, with suggestions on how you can support them.
Achievement – Set realistic goals. Help individuals break large tasks into smaller steps so each completion feels like an achievement.
Security – Let people know you value them. Share appropriate information about organisational changes.
Recognition – Give praise one-to-one and in team meetings. Publicise key achievements via notice boards or email where appropriate.
Company policy and administration – Feed back staff views to senior managers.
Personal growth – Support personal objectives where they align with team and organisational goals. Show interest in development activities and offer mentoring opportunities where appropriate.
Personal life – Recognise its importance and make reasonable allowances when necessary. Understand personal ambitions and circumstances where possible.
Relationships with subordinates, peers and supervisors – Create a climate of mutual trust, respect and confidence within the team. Treat people well and they will demonstrate their best.
The work itself – Vary tasks where possible to maintain interest and challenge. Understand individual interests and support them where appropriate. Avoid expecting everyone to work exactly as you would.
Responsibility – Broaden the scope of responsibilities wherever possible. Empower individuals and provide support.
Work conditions – Small improvements can make a difference, such as environment, facilities, breaks, communication, and creating a fair and supportive atmosphere.
Status – Recognise and publicise high performance. Help individuals understand how their work contributes to business goals.
Advancement / Promotion – Use one-to-one and performance reviews to discuss career aspirations. Support individuals in identifying short-term steps towards progression and communicate achievements to senior leaders where appropriate.
Salary – Champion high performers and coach staff in setting direction and taking steps towards development and reward.
“If you can’t fly, then run. If you can’t run, then walk. If you can’t walk, then crawl. But whatever you do, you have to keep moving forward.”
— Martin Luther King Jr.
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