MANAGERS & MOTIVATION

Managers & Motivation

Managers & Motivation

Introduction

Motivation is an important tool that is often under-utilized by managers in today's workplace. Managers use motivation in the workplace to inspire people to work, both individually and in groups, to produce the best results for business in the most efficient and effective manner. It was once assumed that motivation had to be generated from the outside, but it is now understood that each individual has his own set of motivating forces. It is the duty of the manager to carefully identify and address these motivating forces. This paper will help managers become more effective at creating a positive motivational environment.

Managers may lack knowledge in implementing successful motivational programs that increase production and create a positive work environment. Although there are many types of motivation, management must identify with their associates (employees) on an individual level for successful programs. The goal of every manager is to increase production and efficiency to reach maximum results for the organization. Motivation for better performance depends on job satisfaction, achievement, recognition, and professional growth (Boyett and Boyett, 2000). Providing a positive motivational work environment is a challenging managerial activity. Therefore, managers must understand associates and their professional needs.

Identifying Motivating Factors

The manager must identify what actually motivates associates. People tend to do their best work when they are in an environment that makes them feel valued, where they get a “pat on the back” or a “thank you” for a job well done. These courtesies may seem simple, but managers sometimes forget to utilize them. Managers can do simple things that can have a great impact on organizational morale to motivate associates to “go the extra mile.” How is a welcoming environment created to develop motivated associates? Managers sometimes forget the power of the simple courtesies that go a long way in improving the work environment.

There are several factors managers should keep in mind when thinking about how to recognize and reward associates. Managers should not assume that people feel valued just because they continue to be productive, nor that what works for them, in terms of recognition and reward, will work for others. The "platinum rule" is that you should do unto others as they would have you do unto them (Kepner and Wysocki, 2002). This rule should help create a better motivational environment because associates may feel more appreciated if managers are effectively meeting associates' needs.

Motivation

A study, published in 1999 by Kenneth Kovach of George Mason University, compared associates' ranking of what they wanted from their jobs with what their bosses thought was important to the associates. The results of the study were somewhat surprising. At the top of the associates' list was interesting work, followed by appreciation of work, a feeling of being "in on things", job security, and good wages (Table 1). Employers thought good wages, job security, promotion/growth, good working conditions, and interesting work were most important to their staff.

Motivating people can be challenging because associates are individuals, meaning what works for one, may not ...