| It can be easily deduced that employee | | | | sincere interest in your employees. Show your |
| encouragement translates into strong health and | | | | employees that you care about them as persons |
| profits for your organization. This is true whether | | | | and individuals. Your door should always be open . |
| your business is a profit orientated organization or | | | | Show real concern for them and their families. |
| an organization where the profits are to speak | | | | Perhaps this years Christmas party can be held at |
| excellent community service and support. | | | | your home. |
| The relevant question for management is how to | | | | You should out of your way with your |
| sustain a high level of employee motivation over | | | | management skills to match employee skills to |
| the long term. The answer is not simple. It | | | | specific jobs. When recruiting you should be sure |
| requires that managers not only understand the | | | | to identify the key skills required for each job and |
| concept of motivation but also how to practice it | | | | that your candidates are well matched to the |
| in the workplace. Motivation is described as a set | | | | tasks and activities. Employees who enjoy their |
| of processes or factors that drive and energize | | | | jobs will of course achieve higher levels of job |
| an employee towards goals. Goals can be | | | | satisfaction and thus will be highly self motivated. |
| voluntary choices that influence productivity, | | | | As well it is more than important that clear |
| career direction and job satisfaction. | | | | direction and priorities be set and expounded. |
| Developing and encouraging employee motivation | | | | Nothing is worse to the morale and productivity |
| requires that management fully understand how | | | | of an organization than a management structure |
| to ignite both the intrinsic and extrinsic motivators | | | | set on ego. In such a situation notes Mr. Stephens |
| for employees and to implement policies and | | | | direction and priorities are often muddled and |
| practices that are successful in energizing your | | | | even contradictory. Imagine working yourself in |
| team. | | | | such a conflicting, threatening environment. Mr. |
| First of all create a passion for your company. | | | | Stephens notes that events can even digress to |
| There is a basic human need to be an essential | | | | the point where management can refuse to admit |
| part of belonging to something bigger than you. | | | | that they are wrong even when it is obvious to |
| The employee can be part of the bigger mission | | | | the point of ridiculousness. One might call this the |
| and goals of your organization. Involve employees | | | | motorcycle gang style of management. |
| in developing and revising the mission and vision of | | | | Lastly all in all in order to continue to motivate |
| your organization. Cultivate and allow members of | | | | your employees and point your organization |
| your team to be proud to work for the team. | | | | towards continued success and profitability is |
| Secondly identify personal motivators. Each | | | | what your grandmother told you respect for |
| person is different. However it does not take an | | | | others. Is not this the way that people should and |
| Einstein to identify personal motivators. To one | | | | ought to be treated |
| employee cash may be a main motivating factor. | | | | Did you find this article useful For more useful |
| To another it may be an extra long weekend to | | | | tips and hints, points to ponder and keep in |
| spend time with family or hobbies. A good | | | | mind, techniques, and insights pertaining to credit |
| manager remarks transport executive Kirk | | | | card, do please browse for more information at |
| Stevens must be flexible. | | | | our websites. |
| It is most important to demonstrate real and | | | | |