| s fast-moving business environment demands that the | | | | as well. |
| effective manager be both a well-organized | | | | 6. Encourage contact |
| administrator and highly adept in understanding people's | | | | Many managers like to hide away behind closed office |
| basic needs and behaviour in the workplace. Gaining | | | | doors, keeping contact to a minimum. That makes it |
| commitment, nurturing talent, and ensuring employee | | | | easy for an administrator, but hard to be a leader. It is |
| motivation and productivity require open communication | | | | far better to keep your office door open and to |
| and trust between managers and staff. | | | | encourage people to visit you when the door is open. |
| 1. Understand their behaviour | | | | Go out of your way to chat to staff on an informal |
| People at work naturally tend to adopt instinctive | | | | basis. Keep in mind that building rapport with your staff |
| modes of behaviour that are self-protective rather | | | | will effectively increase employee motivation. |
| than open and collaborative. This explains why emotion | | | | 7. Use the strategic thinking of all employees. |
| is a strong force in the workplace and why | | | | It is very important to inform people about strategic |
| management often reacts violently to criticisms and | | | | plans and their own part in achieving the strategies. |
| usually seeks to control rather than take risks. So, in | | | | Take trouble to improve their understanding and to win |
| order to eliminate this kind of perspective and to | | | | their approval, as this will have a highly positive |
| increase employee motivation, it is best that you | | | | influence on performance and increasing employee |
| influence behaviour rather than to change personalities. | | | | motivation as well. |
| Insisting what you expect from your employees will | | | | 8. Develop trust |
| only worsen the situation. | | | | The quality and style of leadership are major factors in |
| 2. Be sure that people's lower-level needs are met. | | | | gaining employee motivation and trust. Clear decision |
| People have various kinds of needs. Examples of | | | | making should be coupled with a collaborative, |
| lower-level needs are salary, job security, and working | | | | collegiate approach. This entails taking people into your |
| conditions. In order to increase employee motivation, | | | | confidence and explicitly and openly valuing their |
| you have to meet these basic needs. Consequently, | | | | contributions. By simply giving your staff the opportunity |
| failures with basic needs nearly always explain | | | | to show that you can trust them is enough to increase |
| dissatisfaction among staff. Satisfaction, on the other | | | | employee motivation among them. |
| hand, springs from meeting higher-level needs, such as | | | | 9. Delegate decisions |
| responsibility progress, and personal growth. When | | | | Pushing the power of decision-making downward |
| satisfaction is met, chances are employee motivation is | | | | reduces pressure on senior management. It motivates |
| at hand. | | | | people on the lower levels because it gives them a |
| 3. Encourage pride | | | | vote of confidence. Also, because the decision is |
| People need to feel that their contribution is valued and | | | | taken nearer to the point of action, it is more likely to |
| unique. If you are a manager, seek to exploit this pride | | | | be correct. Consequently, by encouraging them to |
| in others, and be proud of your own ability to handle | | | | choose their own working methods, make decisions, |
| staff with positive results. This, in turn, will encourage | | | | and giving them responsibility for meeting the agreed |
| employee motivation among your people. | | | | goal will encourage employee motivation among your |
| 4. Listen carefully | | | | staff. |
| In many areas of a manager's job, from meetings and | | | | 10. Appraising to motivate |
| appraisals to telephone calls, listening plays a key role. | | | | When choosing methods of assessing your staff's |
| Listening encourages employee motivation and, | | | | performance, always make sure that the end result |
| therefore, benefits both you and your staff. So make | | | | has a positive effect on employee motivation and |
| an effort to understand people's attitudes by careful | | | | increases people's sense of self-worth. Realistic |
| listening and questioning and by giving them the | | | | targets, positive feedback, and listening are key |
| opportunity to express themselves. | | | | factors. |
| 5. Build confidence | | | | If you follow these simple steps in increasing employee |
| Most people suffer from insecurity at some time. The | | | | motivation, rest assured you will have a good working |
| many kinds of anxiety that affect people in | | | | relationship with your staff at the same time boost you |
| organizations can feed such insecurity, and insecurity | | | | company's productivity. Just bear in mind that people |
| impedes employee motivation. Your antidote, therefore, | | | | are employed to get good results for the company. |
| is to build confidence by giving recognition, high-level | | | | Their rates of success are intrinsically linked to how |
| tasks, and full information. In doing so, you only not | | | | they are directed, reviewed, rewarded, trusted, and |
| refurbish employee motivation but boost productivity | | | | motivated by the management. |