| e motivation, isn't that a tricky thing? Yes it is. And it's | | | | paycheck it’s a given’. In addition to |
| also one of the most important, if not THE most | | | | recognition we can reward our associate by engaging |
| important factor that determines an organization's | | | | them in decision making, planning, problems solving and |
| success. Many companies pay little to no attention to | | | | the many other ways to effectively engage |
| this major aspect of organizational success. If your | | | | them’ in your workplace. |
| company does invest on Human Resource | | | | Recognizing an individual's needs is critical. Making team |
| Management (really, not just have a dummy HR | | | | priorities and being transparent in your decision making |
| department that processes papers), training, team | | | | are also crucial. Most salaried employees, at some |
| building, Etc, then they are way ahead of most others. | | | | point, have a tendency to think "what's it going to |
| All these measures are helpful. But without the | | | | matter, I am going to get paid anyway". Such thinking |
| backdrop of culture, these efforts may not result in | | | | can bring an entire team down. One bad influentical |
| significant improvements in employee motivation. | | | | team member can be the starting point for major |
| What’s in it for me’? As leaders, we | | | | setbacks. Recognize where each team member's |
| hear this cry openly or in nonverbal ways over and | | | | motivation stems from. For some, it's working with |
| over. But it’s not really about money alone. Yes, | | | | technology and learning new things. For some, it is to |
| when you ask people what their most important | | | | have structure and discipline in the work environment. |
| motivator is; the answer is most often money. But | | | | For some, it is visibility, for others it is regular feedback |
| human behavior belies this often held belief. Yes, | | | | and encouragement. All these efforts are needed, but |
| having a competitive extrinsic (Monetary) rewards | | | | with your team's culture in mind. Think about how you |
| program is important. But in actuality people are really | | | | want to lead. What standards do you want to set. |
| most interested in being recognized for their | | | | When any of your team members is asked about |
| performance and being given the opportunity to be | | | | "What's your team's culture like?" The answer should |
| engaged and empowered in their work. | | | | be both positive and consistent. That alone can let you |
| As a team leader, supervisor, departmental or divisional | | | | manage motivation levels well in your team. |
| level you probably don’t make the major | | | | So believe in your ability to control yhour company's |
| decisions over the extrinsic rewards for you | | | | Rewards program, even if you are not one of those |
| organization. However you do have 100% control over | | | | that makes the typical bonus, salary, and other direct |
| the intrinsic (Non-monetary) rewards for your entire | | | | forms of compensation. Your team's performance |
| organization — individually and collectively. | | | | matters to you. Because, you really do control the |
| Believe it or not on a daily basis, your workers are | | | | most important part of the rewards program for every |
| more concerned with their formal and informal | | | | individual and you team as a whole. Think about culture. |
| recognition than they are about Friday’s | | | | |