| There is a lot of hype out there from self help gurus in | | | | comes from time at the employment, role in the |
| reference to employee motivation. As an entrepreneur | | | | organization, and proximity to the owner. Employees |
| it's important to recognize that your human resources | | | | that feel they are very close to their owner or |
| can be your most important asset when managed and | | | | manager will feel higher status because of their internal |
| motivated correctly. With your performance | | | | relationships. |
| compensation models it's important to identify what | | | | 3. Power - Power to make decisions based on an |
| truly motivates your employees. According to Marshall | | | | employee's education, skill, and experience can be one |
| Goldsmith in his book "What Got You Here Won't Get | | | | of the strongest motivators. Delegation of power is |
| You There" he identifies four ultimate motivators for | | | | important however checks and balances are critical |
| employees in the work place. | | | | for success in your business. |
| 1. Money - Money always needs to be a motivation to | | | | 4. Popularity - Popularity is a surprisingly strong |
| retain employment and accelerate in the work place. If | | | | motivator in the work place. All people value popularity; |
| employees aren't compensated enough to live they will | | | | the question is how much the value their individual |
| leave their employer in search of another position. If | | | | popularity. |
| the staff is compensated too much they will become | | | | It's crucial to remember each motivation principle when |
| complacent and lack motivation to achieve new levels | | | | designing a compensation plan. No individual is truly |
| of performance. | | | | motivated by one principal; however one principle will |
| 2. Status - In a smaller business status traditionally | | | | be a greater motivator to each individual employee. |