The key point is that what constitutes sufficient motivation can be judged only by the person being motivated. Circumstances that might inspire one person can leave another unmoved. The task of a Manager lies firstly in assessing what will encourage a personal and secondly in applying that motivation.
Everybody is continually subjected to a selection of motivating factors. The additional basic the factor, the stronger it is in determining the plan of action which can be taken.
Watch out for the common management concept of motivation - it can be briefly described as falling into two general classifications.
o The Carrot
o The Huge Stick
The Carrot
This concept is predicated on the idea that money continually motivates. This is a fallacy - it will not. It can continuously rely on whether the person to be motivated considers it price it. Do they need the money sufficiently to form the added work or responsibility that goes with it worthwhile? Solely if the solution is "yes" - in his read, not yours - can it inspire them.
The Big Stick
Using the "Massive Stick" technique - offering some quite threat, like "The Sack" if there is not a visible improvement in performance - will motivate people. The hassle is that you, as the Motivator, cannot control what effect the motivation could have.
But you bring to a close the big stick, it will seen by those who are to be motivated, as a threat to their "Shelter/Security". That gives a very basic motivational drive. Faced with such a threat they'll decide that it is not value the trouble or that they're incapable of it. The result, thus far as you're involved, is that they begin wanting for an additional job. So much from improving, they actually go downhill - because their efforts are going into job hunting.
On the opposite hand they'll decide that they will achieve the specified improvement. Their "Shelter/Security" has been threatened. If they decide to try to to what you want their sole concern can be to get rid of that threat.
Thus far as their job scenario is anxious they can not be motivated by "Acceptance by Equals", "Leadership" or "Self Fulfilment". They can do everything necessary to rescue their "Shelter/Security". This can usually involve actions that upset other members of your team. So, motivating one person could have caused considerable dissent in others.
Therefore - if that doesn't work, what does?
Firstly, remember that motivation can only be provided by something within the future. You cannot inspire from behind by - as an example - gratitude. Just as a result of they had a huge pay rise last year will not encourage them this year. That pay rise can be regarded as "thanks" past efforts.
Next, find a means of using the fundamental triangle of motivation. This may be done by translating those basics into a series of needs. Everybody is subjected constantly to 1 of those needs - it is up to you to find out which can work as a motivator in this case. These needs are:-
To Have - Basic Possessions
Be - Their Image
Do - To Achieve
Belong - To Be Wanted
Grow - To Develop
Notice the appropriate "wants" and use it.
So abundant for the factors involved with providing a positive motivation. There are other factors which provide negative motivation - reasons for not doing something.
Negative motivational factors can not be cancelled out by positive factors. Negative and positive factors forever stay separate. All that you'll be able to do with a negative issue is take away it - to the extent that "they who are being motivated" considers that it no longer exists.
Signs of Negative Motivation:
Aggression - against people or maybe the Company.
Regression - childish or spiteful behaviour.
Obsession - often with the reason for the frustration.
Resignation - total disinterest.
If you notice any of these signs in those directly responsible to you, investigate until the explanations are uncovered. Then remove the explanation wherever possible. If you do not, the situation might well get worse - even to the point where those involved will leave your company.
To be effective as a motivator it's essential that you recognize your employees well. If you are doing not then opportunities to encourage effectively and therefore efficiency will be lost.
Professor Frederick Hertzberg has promoted a theory of motivation which goes an extended manner forward from the original theory of "Carrot and Stick", or indeed its extension 'The Reward Theory', still used by several managers and Corporations to try and exhort larger efforts from their staff.
It stems from two-statements:
? What makes folks happy and motivated at work, is what they do.
? What makes people sad and demotivated at work, is true
in which they do it.
Managers are going to own to become acquainted with 3 new letters that are visiting become increasingly important in the management of people within the future. The three letters are:-
Q.W.L. - standing for 'The Quality Of Work Life'
Managers, who need to inspire their workers, are going to possess to improve their Q.W.L.
This starts by defining folks as they are, not as we tend to need them to be. Many employees who we have assumed to possess the characteristics which we tend to wished them to own are now saying: - "We tend to aren't like that. Treat me the method I'm, not the way you believe me to be".
Thus the big revolution managers are going to possess to face is that of identifying the needs of the individuals - not their own projected needs.
Author Resource:
Carey Howard has been writing articles online for nearly 2 years now. Not only does this author specialize in Motivationt, you can also check out his latest website about:
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