Encouraged workers will work better in their work and do more to achieve better business goals than unmotivated employees. As a manager, you can increase the interest of your employees. This basic education training encourages you to become a more effective manager for yourself and for your business. You will learn how to deal with incentives, which will help you succeed 100% of your employees.
What should you expect from this article
As you know, the motivation is a complex issue. Many psychologists and scientists spend their own lives and investigate people's motivation to perform. Similarly, many books are now in the bookshop that help give us the secret of "getting others to do what we want."
There are many theories of motivation; and different strategies for solving motivational problems. Instead of trying to review all of these theories, the purpose of this unit is to examine six common motivation factors that will make the difference between motivated and motivated employees. We will only use as much "theory" as needed to gain a basic understanding of each incentive. First and foremost, we will discuss what you can do to solve the incentive problem.
Afterwards, you must be able to:
o Recognize what types of behavioral problems are employees who are incentives and which are not.
o State in a simple language, what is the real motivation behind different types of problems that emerge as a manager and what you can do to correct each problem.
o Use the appropriate steps or answers to resolve the incentive problem.
o Receive average and above average carriers to perform even better.
This article is designed to do more than just give you information about motivation. Rather, it is set up to teach you the skills you can apply for in your daily work.
This will be done by using exercises that require your participation. Active participation allows you to learn "what to do and how to do it", better than passively sitting back and being an observer. Keep this in mind when we continue.
Many managers agree that the key to employee empowerment and incentives is the quality of control they receive from their supervisor. It is for this reason that most companies invest a lot of time, energy and money in their managers' choice and follow in-depth training. In fact, this information is designed to assist you, managing director, by developing methods that have been "proven" to produce the highest possible incentive for your employees.
Who is responsible for motivation
Managers share responsibility for encouraging their employees with individual employees themselves. The manager is 100% responsible for establishing a stimulating climate where the employee works. The employee is 100% responsible for taking advantage of a stimulating climate to get the best results.
Identification of incentives:
Focus on behavior
Motivation is not something we can see directly. That's the main reason why it's so complicated. Instead, we respect the situation and note that any action, task or behavior that should have taken place has not occurred. Often this is called "motivational problems".
As a detective, we must be aware of clues as an indicator of "motivational problems" in an employee. These indicators are behavior.
Focus on behavior has many advantages:
o Behavior is pronounced; They only need our attention – not a complex psychological analysis.
o Behavior is objective; They are not easy to open for incorrect interpretation.
o Behavior is measurable; We can count how often certain behaviors take place.
o Behavior is selective and concrete; not abstract like the concept of motivation.
Start asking yourself: "What's he doing? What behaviors, actions or tasks should she do?" Be as accurate and accurate as possible. "He's not doing it as he meant" or "she is not committed" or "she has a bad attitude" are not certain behaviors. Take the problem in terms of behavior.
Behavior that May Allow "Encouragement Issues"
As we have said, instead of focusing on the abstract and the complex idea of motivation, get a right of behavior that we suspect "the incentive problem".
Protest issues can be suspected of such behavior as:
o Reduced labor force.
o Reduced quality of workforce.
o Longer lunch and breaks.
o Frequent tardiness.
o Frequent deviation.
Procedure Document 1 – (Take a few minutes to answer these questions.)
1. What behavior indicates "bad attitude" or "no commitment" to an employee?
2. Think about a particular unauthorized employee you know or have known in a previous position or work. What particular behavior showed this person (or not a show) that leads you to believe that they have motivational problems?
3. List behavior that you show when you are unclean to do a task?
Selecting "Motivated Employees"
This enables us to stimulate employees much easier when we start "highly motivated" employees. In other words, interest comes easier. when we have the "right man at work". The "recruitment of motivated employees" is a choice decision. Make sure you know the job-related skills that the candidate has with detailed questions. Thus, the skills that an employee can create can be a vocational qualification needed to succeed at work. When meetings take place, we can be sure that the person is the best candidate at work.
Indeed, a professional participant was encouraged to study these key defined work-related skills in the past, encouraged to use them and learn further skills in the future. All decisions about employee selection are based on the theory of how the person performed in his / her future workplace workforce in a similar job – a candidate who is interested in performing in the past will most likely be encouraged to perform in a similar situation in the future . The goal is to improve employee incentives by selecting job seekers who demonstrate job-based skills that are needed to succeed at your company. Selected employees who work according to their abilities will show incentives to do a good job, more likely job and longer stay in their work.
Procedure Document 2 – (Take a few minutes to answer these questions.)
1. Think about the status you control. Emphasize the job itself. Register job-related skills for this position. In other words, when interviewing to hire a candidate at work, what talent should a candidate be successful at work?
2. In an interview, what could the applicant say or do to indicate a lot of interest?
3. List two to three questions that would allow you to test their motivation level?
Training for Success
Teach teachers new skills, new methods or new information. It does not directly teach "motivation". Although training can do something more-maybe it's a bit harder to see-but still extremely important. Training can give the employee the ability to succeed. Employees who show signs of lack of competence can be taught how to perform correctly. Fitness produces success. Success is a big motivation. Success presents greater success. Success creates pride in success; it fuels ambition; it increases personal goals; it increases performance.
Remember : Training produces success and success motivates.
We have to look at the problem and decide whether the employee can do the project. Check employee competence. Ask yourself: Does an employee have knowledge or skills to complete the project or work successfully? "
Consider the following about the employee:
o Previous work experience.
o Job-related skills.
o Close some support staff of the company.
o Special teaching, training or instruction.
An individual with low skills can be taught, skilled and skilled to succeed. When they feel that "good sense of performance" and all that accompanies it (pat on the back, recognition and wage increase), their motivation can be increased.
Make sure there are two problems you can run on. First, some employees may require extra training, teaching, training, and instruction before they succeed, as it requires more on your part than you can really afford. In this case, you may need to realize that the employee is missing too much and other actions are necessary.
Another problem is that some who get training and success can not show an increase in motivation. This may be due to other reasons that we will soon review. Training is just one of the many factors involved in stimulating employees.
Remember: While training does not guarantee an increase in motivation, it can provide more motivation.
Procedural Document 3 – (Take a few minutes to answer these questions.)
1. Register a specific behavior that indicates bad motivation for the employee you control.
2) Does an employee have knowledge or skills to successfully complete the tasks or jobs?
3) What training programs are there that can teach, train and train the employee to succeed?
4) What current employee could you work with to improve their performance in weak areas?
Motivation of Relationships and Objectives
Communicating with what we expect from our employees and setting the appropriate goals they should seek plays a major role in their encouragement.
In order for employees to do a good job, they must know what they are expected to do. This policy comes from you, CEO. The manager is responsible for telling the employee in certain specific words:
o What should do
o When to do it
o How to proceed step by step
] o Who else is involved, why is it important, etc.
Managing Director knows what is a "good job" Ask yourself if the employee has the same understanding of what a good job. When an employee believes that he or she has given 100% but the manager believes that the employee has only given 60%, the problem is not an incentive; it's communication.
To determine if the problem is the result of a breach of communication, the manager must ask himself, "Did I speak to the employee about my expectations?" That is, we as managers must decide whether we discussed goals, duties, responsibilities, deadlines and results. (How we communicate is a complete addition, still linked to, an issue that will be discussed in the article's protocols). It can be difficult to look at our own behavior as managers, but we need to discover if we have contributed to the problem.
Not only must you, as a manager, tell an employee what to do, but you must also make sure that an employee understands your instructions as you plan.
o Managing Director
o Exploring the Meaning
o Examination of Progress
o Binary Inspection
Remember: Misunderstanding good relations and banning the way vocational training.
It is a type of communication that has been repeatedly shown to be successful in improving vocational education. This is the communication of goals or goals.
A goal or goal is simply a task we are trying to achieve. The goal of directing our behavior. They help us follow the straight line to the ultimate goal. They prevent us from looking like the newspapers blown helplessly by the wind.
Objectives and objectives of fetal development. We see the progress we are making towards our goal. We think we'll get somewhere. Without goals, it's not always clear when we've been successful. The goal of serving as a measure to measure our success.
Some things are too wide to strive to direct. For example, to increase profits is a difficult goal to deal with all at once. Big goals need to be divided into intermediate stages. Even intermediate goals sometimes require smaller goals that can be achieved in the short term.
Objectives should be (using SMART acronym):
o S Spec: It should contain who, what, where, when and how built into it.
o M easable: Progress towards the goal should be recorded frequently.
o A mentioned: it should be fair and realistic; It should be a very good certificate of accomplishment.
o R ealistic: should also pass a fair and realistic test.
o T was established and approved for mutual development: Highest interest will occur when an employee plays a role in setting the goal together with the manager. The employee should have an input to set the goal.
Procedural Document 4 – (Take a few minutes to answer these questions.)
Think about an employee who is worried. By concentrating on employee behavior, write 3 goals for the employee to achieve what will "work out" to his workforce.
Evaluation and Evaluation
One of the most powerful ways to change employee motivation is to evaluate how he performs his duties and then re-feed this information to him.
I suggest using two separate systems to provide food and feedback to employees. Employee Exam Review (with which name you call the form) assesses the career of individual employees in terms of predefined goals and clearly identifies the employee "how they have done" to achieve these goals. The Progressive Discipline System (with whatever name you call the form) also assesses the workforce of individual employees in terms of employment expectations, clearly explaining the employee how they have worked shortly in meeting these expectations. Although VET has emphasized positive performance while progressive discipline emphasizes undesirable performance, they both work exactly the same way: They provide employees with feedback on how they do with respect to standards.
This can motivate an employee. In the first place, the employee exactly states, "where he stands", and secondly, it indicates any kind of training, advice or information that an employee needs to find "where he wants to go or sometimes will be ] leave. "
Evaluation and feedback systems are ways to tell an employee that" she is on the right track. " If not, as it should be, this in itself gives rise to self-motivation and "get back on track."
Both of these plans are made even more powerful and consequently stimulating the consequences that follow them. The result of a "favorable" performance assessment can mean a wage increase – a very specific motivation for some individuals. The result of an "unchanged" progressive discipline report can mean a suspension or even separation of employment, a very specific motivation in the sense that employees will work to avoid a negative consequence.
Remember: Assessing employee performance through employee review or progressive awareness and breaking back to them. The results encourage "point the employee in the right direction"
and "make clear how far they go."
Review Workshop 5 – (Take a few minutes to answer these questions. )
1) Think about an employee who manages who did not perform your performance in the performance of standards for a particular project.
2) What was the desired result?
3) Describe the recommendation that you should give immediately after the completion of the project so that the employee can get back on track.
4) How would you "point the employee in the right direction" by using vocational education or progressive discipline?
Ideally, the work itself should be very interesting and encourage the employee. This is partly determined in the electoral process, where the abilities and interests of employees are assessed and based on the requirements of the job. When replacing tasks, take into account the skills of the parties involved, the needs of the work, etc.
Even after an employee is hired, the location of an employee in a particular work project may contribute or harm incentives. For example, stereo buff would be more interested in selling stereo or other electronic products than curtains.
Employees may have different wishes in many ways:
o Some employees can choose a wide range of different jobs, while others can only choose a small number of numbers.
o Some employees face a challenging and complex job within them where others can choose simple or routine.
o Some employees may rather work independently, with the exception of others, while other employees prefer to work in an area with other employees.
o Some employees may rather work on projects as they can get instant feedback on their efforts, while others may not require such prompt and continuous examination.
The point is that you can increase the interest of your employees if you can withstand the need for different levels of independence, diversity, challenge, complexity and responsiveness to available work. In order to achieve the best results, delivering a job to the main needs of an employee and talent, it will lead to greater performance from that employee.
This does not indicate that you should bend any desire of an employee.
Attending employees of individual interests in the workplace will help this employee like their job more. They will again become more willing and encouraged to help the manager achieve the goals of the bottom line. When both get what they want in the same order, there is a win / win situation. The manager works for him to be a motivated and effective employee; An employee works because his needs are met.
When an employee knows that he is beneficial, he will be motivated to perform better. If an employee is able to do part of his job he wants to do then the employee will be more willing to do what he needs to do too.
See what your employees want to get their jobs between money. Ask: "What does this employee want more of his job here." Some answers could be:
o "Tips for future jobs."
o "Opportunity to study the world in business before going to college and studying business."
o "Opportunity to learn skills such as bankruptcy, customer service, sales or management, etc."
o "Possibility of getting out of the house and being around people like other employees and customers."
o "Being aware of the latest marketing trends, fashions – will be the first to see what's new."
In order to meet the interests of people and thus produce more motivation, a certain number of compromises and negotiations between the manager and the employee need to be taken. It is difficult to balance the needs of employees and executives who are trying to meet the company's performance, but compromise and negotiation give management some control to achieve both at once.
Review Workshop 6 – (Take a few minutes to answer these questions.)
Enter the names of employees you manage according to the type of work project that would encourage them to succeed.
Projects of Commercial and Set Types of Projects
Challenge and Complication Against Simple and Ordinary Projects
Independent Projects for Work as a Part of a Group
Projects that Produce Instant Feedback Against Projects Producing Delayed
Do your employees' actual tasks regularly have the types of projects most stimulate?
Good Performance Award
One big salary that an employee clearly receives through their work is their labor costs. The financial compensation for a project is as old as the establishment of a paid employment. However, there has been a development in recent years, a new system of paid employees that influences their incentives to implement. This is the idea of paying for performance.
The idea of paying for performance is simple. Most, including executives, they believe that if I do this I deserve to get it. If I do twice more, I deserve to get more instead. What we take, we say we've won.
One of the most common examples of paying for a performance system is alcohol. The server knows that her performance directly affects the tip she will receive. If she does a good job, she can be pretty sure she will get a tip. She also knows that if she does excellent work she will appreciate a larger tip than if she only makes the minimum.
The employee may find that their labor performance will be rewarded on the basis of merit due to performance determination. With their performance, they can affect financial benefits. If they fail to meet their goals, they will not be added as much as they have met their goals. If they work hard and exceed their goals, they will be financially rewarded for their work; and if they go very well and clearly over the goal, they will receive, or rather have received, increase the relative wage increase to reward their behavior.
Employee testing design is designed to measure performance against standards so that the amount and quality of work can be accurately assessed. It serves as a vehicle for determining wage increases.
How to claim a prize system
Employees must be aware of the system; winning their performance can get them more prizes. They have to believe that it's really possible for them to earn the prize. They must believe that the system is fair; how much extra they earn must be worth the extra performance they "put out." As a result of informing employees about the relationship between their career and loyal rewards, then:
o Develop a "winning" mental attitude.
o Set your own high quality goals.
o Increase their success.
In order to produce "highly motivated" employees, it is important to pay attention and actively participate in influencing employee performance. As a manager, you have control over these consequences.
Although financial compensation is the main prize, you are making a serious mistake if you believe that this is the only salary that is relevant to your employee. Money is not subject to motivation. Indeed, it is true that:
o For some individuals, money is not an incentive.
o When employees have inaccurate perception that only a small price increase increases, money is lost to motivation.
o You can encourage money just before performance test time, but it can not affect the performance of the past eleven months.
In contrast to money, all of the following performance prizes are highly reliable:
o Understanding of Success Recognition of "Well Equally"
o Supply / Promotion
o Expanding the Status of Others  o Personal Growth
o Gratitude / Thank You With Manager
Some of these can be used in addition to money to reward performance. Each of these rewards can be handed over by you, manager, in less than 30 seconds. And they have the option of increasing value every day. They do not cost you anything. They give you a powerful tool to increase the motivation of others.
All that's required is a statement like:
"Joe, you should be very proud to get sales volume as you did this week." (Sense of Achievement)
"Sally, I noticed you did a great job to help customers today, especially as you were covering more than one area." (Job Recognition)
"Bob, you've done well with regular duties, I think you can take care of some higher-warranties." (More responsibility)
"Lisa, even though your performance estimate is more but 5 months away, I want to tell you that you are so much I'm considering some kind of presentation for you if you continue this. "Progress / Promotions)
" I want to inform everyone at this meeting that Tom has done excellent work and is the highest employee. "(Expanding Position in Other People's Eyes)
" Jane, where you & # 39; have started, you've really learned the relationship between the limits and margins. "(Personal Growth)
" Gary, I thank you very much for this. (Gratitude / thanks with the supervisor)
People's motivation will be severely affected, if consequences are executed or "does not matter." When an employee who works the best he can get penalties, insults, humiliation, boredom or frustration, he or she will begin to avoid doing the work and will quickly show "poor motivation." Few people look for a painful experience. So, if you know an employee does not work "as a whole", check when the employee got a negative response to doing so. Ask yourself, "is a negative result for doing a good job?"
Motivation is a complex matter. Instead of trying to investigate your skills, you are looking at this basic training training, six common motivational factors that are relevant between motivated and motivated staff.
In fact, great impulses are produced by the combination and interaction of these six factors, not with one factor that operates exclusively.
"An elected employee" selected for the job becomes easier to train; more sensitive to communication and response; more interested in their projects; and more successful performers who want awards.
Employees "trained to succeed" will learn to communicate better; Use tips reliably and effectively perform their tasks that can increase their interest. All this again can lead to great success that would increase the prize.
Clear communication and goal setting goes hand in hand with the goals of performance goals; helps to learn new, interesting, work-related tasks; and contributes to the goal that is rewarded.
Food and Feedback can lead to employee feelings and interest in the workplace and serve them to reward behavior that returns rewards.
By allocating a "stimulating work" the employee is able to meet his interests and needs that usually lead to good work deserving wages.
Móttækilegir starfsmenn munu vinna betur í starfi sínu og gera meira til að ná fram markmiðum fyrirtækisins sem eru ómótstæðari en unmotivated starfsmenn. Það eru sex mikilvægir og nauðsynlegar þættir sem þarf að hafa í huga við að bæta áherslu starfsmanns á að framkvæma. Með því að nota kenningarnar og tillögurnar sem fram koma í þessari grein getur þú verið viss um að þú getir treyst starfsfólki þínum með góðum árangri. Að auki verður þú að fella dýrmætan kunnáttu í stjórnunarstjórann þinn.
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