The Eternal
Question...
How can I motivate my
employees?
by Claire Belilos
The answer is not so simple. Motivation comes from
within, from a person's own psyche, the innermost recesses of the soul, secret desires and
deep-rooted needs which motivate, "push" us towards their satisfaction.
What a manager can do is create an environment in which employees can feel
motivated.
Many people go through life obscuring their intrinsic nature, unaware of their
"true calling", their "motivations". People
abandoned early dreams to deal with life's realities and vicissitudes. They
had to conform to society, family, the corporate world and other circles, each of which
dictates its code of conduct: how to think, feel, eat, speak, behave and
dress. Their true selves disappear, get buried. It is only by triggering
and bringing out into the light people's intrinsic nature, gifts and secret desires that
we give them the opportunity to feel motivated. This is no attempt at playing
the psychologist, but a rough explanation of some basic precepts.
However deep and complex human nature is, all humans
share basic needs that must be addressed, ranging from shelter to more sophisticated
drives. In his hierarchy of needs, Abraham Maslow shows the gradual escalation of
workers' drives and motivations in this pyramid:
MASLOW'S HIERARCHY OF NEEDS
Applied to workers, it translates as follows:
Physiological Needs
Basic physical needs:
the ability to acquire food, shelter, clothing and other basics to survive
Safety Needs
A safe and non-threatening
work environment, job security, safe equipment and installations
Social Needs
Contact and friendship with
fellow-workers, social activities and opportunities
Ego
Recognition, acknowledgment,
rewards
Self-Actualization
Realizing one's dreams, using
one's gifts, talents and potential.
Once basic needs are satisfied, people want more. Progress is the essence of human
nature. When people's basic needs are addressed, their mind and soul, free of
threat and insecurity, open up to some of their innermost drives. People are often
confused between "superficial wants" and "inner drives."
Some individuals are in pursuit of material luxury, while others pursue their
thirst for knowledge, artistic expression, a need to lead or help others, play the hero or
shine in society.
We cannot play the role of psychologists or psychoanalysts.
However, it benefits the company if we discover who every worker is, his/her drives,
special gifts, abilities, hopes and plans for the future. If we take time to
discover this, understand what makes this person "tick", we will be able to
utilize this worker in the position which is the best "fit", a step ahead
towards employee motivation. We must also clarify management values, design
and implement effective policies and techniques.
Every employee has a need for self-expression, entertains
plans for professional development and career advancement, wishes to be accepted as
"family member", feel respect towards management and pride in his/her work,
receive acknowledgment and reward, be listened to and trusted. Through strategic
communications (including meetings) our duty is to share with employees company goals,
market, industry and business information and future plans, and invite employees to give
feedback. We must learn how to place people in a role where they can use their
abilities and make progress towards the realization of personal goals. Misplacements
can cause a company substantial financial loss due to turnover, accidents, lawsuits,
rebates, refunds, loss of customers and sales.
We must learn how to create a corporate culture and a
supportive work environment. This is done through leadership and management
excellence, a human approach, effective human resources strategies, "positive
discipline", fair and just treatment to all, clearly defined policies, career and
personal development training programs (including cross-training and job rotation), career
pathing, organizational communications, tools to facilitate communication, team
assignments, reward programs, objective appraisals, adequate pay, benefits and company
activities.
It is important for employees to know that management is
aware of their existence, recognizes them, remembers their names and greets them.
Managers who fail to greet employees or respond to greetings lead to a high
degree of de-motivation, lack of trust and loyalty.
Individuals and departments need to be thanked for hard
work and special feats and be rewarded for contributions. Managers who
encourage employees to use initiative and set higher challenges for themselves achieve
more positive results than those who cause employees to compete with each other.
Personal accomplishments at the expense of others defeats team-work and negatively
affects service to customers.
Managers can win over employees' loyalty and best input by
treating employees as "partners", showing care, listening and sharing.
Can this be easily accomplished? When planned with
sincerity and care, it most certainly can!
Copyright
1999 Claire Belilos
