Introduction
The key tactics and skills for managers, supervisors and entity owners to have are motivating employees in an organization. A manager has to put in mind the individual uniqueness among employees and discover that not all satisfaction techniques can work for everyone in an organization set up. As a result of this, managers should discover every employee’s motivation aspect. This paper presents valuable approaches that managers use to motivate their employees.
Discussion
There are several techniques that managers and supervisors to use to motivate their workers. One of the approaches is the provision of an environment for employees to develop their skills and abilities. Employees have their own objectives and goals which they may want to achieve in an organization like to build up their professional knowledge and skills. For managers to achieve this they have to lay a favorable environment as follows; bring staff to attention-grabbing activities, few and far between events, undertakings, and meetings (Bruce & Pepitone, 1999). It’s an erudition experience for an employee to show up on a policymaking conference with you or act as a proxy for the unit in your absence. A manager also should provide the workers to cross-train in other parts and accountabilities and also conveying standby responsibilities for tasks, roles, and plans (Podmoroff, 2005).
Another attractive approach in employee motivation is job rotation. This technique works best to trainees to a variety of tasks and units over a span of time. Managers can use this tactic to control and detect errors and frauds and also reduce the risk of misunderstanding among individuals. This technique of employee motivation ought to be used by bank managers since it best fits organization set ups which involve themselves with sensitive systems that can lead an individual benefit personally (Fargus, 2000).
The recognition of employee performance is another technique a manager should use to motivate their personnel. There should be no misconception that rewards are equated to monetary gifts. Employees may appreciate monetary rewards but appreciation through a verbal or written thank you, out-of-the-ordinary job content, admiration and devotion from their supervisors is an important aspect of employee motivation (Bruce & Pepitone, 1999). Vocally admiring and identifying an employee for an involvement and visiting his slog unit is a significant employee motivation aspect.
Employee motivation can equally be achieved through job engagement. This technique can be used as a motivating factor to those employees that have a limited and a not complex job to do in a particular department. By applying this to this worker, you will be increasing his involvement in the work place and this one we lead to a sense of involvement and feeling to be part of the organization’s course of achieving its goals. The employee also feels that he or she is significant to the organization and motivates him through retreating job specialization (Fargus, 2000).
Sources, moreover, reveal that managers can motivate their employees through variable-pay programs (Müller, 2010). A manager can apply payment to employees based on the quality of work that the employee has done after he/she has ranked him/her. Bonuses also can be offered to workers may be through working in over-time periods. Gain allotment and security possession strategies can be excellent employee promoters.
Conclusion
Employee motivation can be an interesting factor to managers and supervisors who have the urge to motivate their employees in an organization. Managers who can try to follow the techniques above will see their organization improve and offer quality products and services. This will lead to the organization attaining its goals for instance brings returns for the case of a business entity (Bruce & Pepitone, 1999).
References
Bruce, A., & Pepitone, J. S. (1999). Motivating employees. New York: McGraw-Hill.
Bruce, A., & Pepitone, J. S. (1999). Employee motivation an incentives at Apple: Do incentives really help to motivate employees? Norderstedt: GRIN Verlag.
Fargus, P. (2000). Measuring and improving employee motivation. London: Financial Times Prentice Hall.
Podmoroff, D. (2005). 365 ways to motivate and reward your employees every day-- with little or no money. Ocala, Fla: Atlantic Pub. Group.
