Motivating Today's Employees (101 for Small Business Series)

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9781551803555: Motivating Today's Employees (101 for Small Business Series)
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When you are watching the bottom line, it is easy to forget how your employees are feeling about their jobs. But unproductive staff can be one of the biggest threats to that bottom line, as many business owners have discovered. A favourable working environment combined with good worker benefits has eclipsed salaries as the prime concern of the work force. Here is a book that tackles the job-satisfaction issue head-on. It offers creative options that will help companies increase worker effectiveness. The book answers the following questions: How do I identify effective motivators? Why should my company establish job standards? Is it important to involve employees in goal-setting and decision making? How do I know whether I am hearing what my employees are really saying? --And more!

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About the Author:

Lin Grensing-Pophal has written many business and employee management articles for general and trade publications, and is the author of five books published by Self-Counsel Press. She is accredited through the International Association of Business Communicators and the Society for Human Resource Management, and is a member of the American Society of Journalists and Authors.

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What motivates you? What does it take to make you want to spring from bed each morning to greet the new day? What does it take to make you feel excited and enthusiastic about tackling a new project? To make you want to commit to a goal, a project, or an organization? Is it challenge? Recognition? Reward? It may surprise you to know that it doesn’t always take a grand gesture to make an employee feel motivated. A woman who recently (barely!) survived a merger between two large energy companies says that what motivates her is "receiving a simple e-mail from a supervisor (or better yet, from someone higher than your supervisor) thanking you for a job well done. It’s a very satisfying and positive item for a personnel file. It’s also something that you can refer back to when you need a little reassurance that you are doing a good job." A graphic designer says, "It’s always fun when my boss brings around ice cream bars for those who are sticking it out late on one of those sunny Friday afternoons when spring fever has overtaken everyone else." It may also surprise you that what motivates you doesn’t necessarily motivate members of your staff. One manager tells of an informal conversation between her and her staff members about motivating experiences. She shared with the group that one of the most motivating things to her was to receive a new assignment or challenge from her manager. A staff member spoke up and said, "Well, don’t try to motivate me that way — I’d rather have a day off." Others chimed in: "I’d just like a note from you telling me I did a good job." She was surprised: "You mean you’re not motivated when I give you extra projects? I do that all the time." "We know," they laughed. This group was fortunate to have had the opportunity to share this information so the manager could learn what her staff found motivating. Not all managers are so lucky. What is motivation? Motivation is a difficult term to define. Merriam-Webster’s Collegiate Dictionary doesn’t offer much help: Main Entry: mo.ti.va.tion Date: 1873 1 : a : the act or process of motivating

b : the condition of being motivated 2 : a motivating force, stimulus, or influence : incentive, drive Encarta’s definition is better, particularly if we’re thinking of motivation from a business standpoint: Mo-ti-va-tion: 1. giving of a reason to act: the act of giving somebody a reason or incentive to do something 2. enthusiasm: a feeling of interest or enthusiasm that makes somebody want to do something, or something that causes such a feeling 3. reason: a reason for doing something or behaving in some way 4. psychology forces determining behavior: the biological, emotional, cognitive, or social forces that activate and direct behavior What do we, as managers, mean when we say we want to motivate our employees? Quite basically, we’re saying that we want to "give them a reason or incentive to do something." That "something" is the act of performing certain tasks or duties that further the goals and direction of the organization. How can we, as managers, generate "a feeling of interest or enthusiasm that makes somebody want to do something"? What the theorists tell us about motivation Business theorists have long speculated on how workers are encouraged to do more work in less time and be happy about doing it. Frederick Herzberg In the l950s, industrial psychologist Frederick Herzberg found that certain job factors caused worker dissatisfaction and poor performance when they fell below a certain level. Yet these same factors failed to increase job performance once they reached an optimum level. He labeled these factors maintainers because they maintain a certain level of productivity. Maintainers include — - salary, - job security, - company policies, and - administration. Once these factors reach an optimum level, merely providing more of them, according to Herzberg, will not produce an increase in productivity. For example, consider the experience of a high-school student whose first job is as a front-counter clerk in a fast-food restaurant. The student is hired at minimum wage and is satisfied with the pay, company policies, and administration. The student is motivated to perform and is excited about the opportunity to earn money for the first time. That excitement lasts for the first several months on the job; the student performs well and even receives a pay increase after three months. But once the initial eager phase is over, the student starts to feel restless and a bit bored. It’s not the money. It’s not the policies or procedures. It’s not the administration. What is it? According to Herzberg’s theory, the missing ingredient is motivators. Herzberg identified several sources of job satisfaction, which he called motivators. Motivators include — - achievement, - recognition for achievement, - the work itself, - responsibility, and - advancement. Motivators make employees work harder. The more motivators there are, the harder an employee will work. What sort of motivators might make this student work harder? Achievement. This might involve learning new things or taking on new responsibilities. Recognition for achievement. Recognition could entail pay increases, but it also includes less tangible forms of recognition, such as praise from management and colleagues, awards (certificates, plaques, an article about the employee in the organization’s newsletter, etc.). The work itself. A talented and enthusiastic high-school student will quickly learn the responsibilities of being a front-counter clerk in a fast-food restaurant. How could the work itself be changed to provide more variety or more challenge? Responsibility. When an employee first starts with a company, he or she is not given a great deal of responsibility. The manager or supervisor may watch him or her closely for some time and be reluctant to allow the employee to take on responsibility and make decisions — even minor decisions....

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Book Description Self Counsel Press Inc, United States, 2002. Paperback. Condition: New. 2nd edition. Language: English . Brand New Book. Motivating Today s Employees recognizes that the priorities of today s employees are changing. A favourable work environment and good benefits have eclipsed salaries as the prime concern of the work force. Offering creative options to increase employee effectiveness, this title tackles the job-satisfaction issue head on. How do I identify effective motivators? Why should my company establish job standards? Is it important to involve employees in goal setting and decision making? How do I know whether I am hearing what employees are really saying? How do I handle problem employees? What non-monetary incentives will benefit my employees? How can I give workers a sense of ownership of their jobs? Today s employers are forced to concentrate on the bottom line. Successful leaders recognize the need to build a team of happy, creative, and satisfied employees who see the success of the company as a part of their personal success and satisfaction. Seller Inventory # UGH9781551803555

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Book Description Self Counsel Press Inc, United States, 2002. Paperback. Condition: New. 2nd edition. Language: English . Brand New Book. Motivating Today s Employees recognizes that the priorities of today s employees are changing. A favourable work environment and good benefits have eclipsed salaries as the prime concern of the work force. Offering creative options to increase employee effectiveness, this title tackles the job-satisfaction issue head on. How do I identify effective motivators? Why should my company establish job standards? Is it important to involve employees in goal setting and decision making? How do I know whether I am hearing what employees are really saying? How do I handle problem employees? What non-monetary incentives will benefit my employees? How can I give workers a sense of ownership of their jobs? Today s employers are forced to concentrate on the bottom line. Successful leaders recognize the need to build a team of happy, creative, and satisfied employees who see the success of the company as a part of their personal success and satisfaction. Seller Inventory # UGH9781551803555

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