Motivating Employees After Business Changes

Motivating Employees After Business ChangesMotivating Employees After Business ChangesSometimes, in the business world, there can be changes in a companys makeup that send reverberations all the way to the bottom ranks of the company. These large business changes can include a change in leadership in the Chief Executive Officer (CEO) or board of directors. Perhaps the company was bought out or merged with another corporation. In some cases, the entire organization may move to another building or even to a new city. After massive changes in the company, it is important for those in positions of leadership to continue to reassure and motivate the employees. Yet in spite of the myriad of available theories and practices, managers often view motivation as something of a mystery. In part, this is because individuals are motivated by different things and in different ways. Modern office-life has seen a delayering of standard rigid office structure and the flattening of hierarchies. Moreove r, more staff than ever before are working part-time or on limited-term contracts, and these employees are often especially hard to motivate since their future is unclear. Definition of Employee Motivation Twyla Dell, author of An Honest Days Work writes of motivating employees The heart of motivation is to give people what they really want fruchtwein from work. The more you are able to provide what they want, the more you should expect what you really want, namely productivity, quality, and service. Advantages of Employee Motivation A positive motivation philosophy and practice should improve productivity, quality, and service. Motivation helps people Achieve goalsGain a positive perspectiveCreate the power to changeBuild self-esteem and capabilityManage their own development and help others with theirs Disadvantages of Motivating Staff There are no real disadvantages to successfully motivating employees, but there are many barriers to overcome. Barriers may include una ware or absent managers, inadequate buildings, outdated equipment, and entrenched attitudes, for example We dont get paid extra to work harder.Weve always done it this way.Our bosses dont have a clue about what we do.It doesnt say that in my job description.Im going to do as little as possible without getting fired. Such views will take persuasion, perseverance, and proof of experience to break down. How do you motivate your employees? The action checklist for motivating employees is designed for managers with responsibilities for managing, motivating, and developing staff at a time when organizational structures and processes are undergoing continual change and can help your organization. Employee Motivation Action Checklist This checklist is designed for managers with responsibilities for managing, motivating, and developing staff at a time when organizational structures and processes are undergoing continual change. 1. Read the Gurus Familiarize yourself with Herzbergs krperp flege theory, McGregors X and Y theories and Maslows hierarchy of needs. Although these theories date back some years, they are still valid today. Consult a digest to gain a basic understanding of their main principles it will be invaluable for building a climate of honesty, openness, and trust. 2. What Motivates You? Determine which factors are important to you in your working life and how they interact. What has motivated you and demotivated you in the past? Understand the differences between real, longer-term motivators and short-term spurs. 3. Find Out What Your People Want From Work People may want more status, higher pay, better working conditions, and flexible benefits. But find out what really motivates your employees by asking them in performance appraisals, attitude surveys, and informal conversations what they want most from their jobs. Do people want, for example more interesting work?more efficient bosses?more opportunity to see the end result of their work?greater part icipation?greater recognition?greater challenge?more opportunities for development? 4. Walk the Job Every day, find someone doing something well and tell the rolle so. Make sure the interest you show is genuine without going overboard or appearing to watch over peoples shoulders. If you have ideas as to how employees work could be improved, dont shout them out, but help them to find their way instead. Earn respect by setting an example it is not necessary to be able to do everything better than your staff. Make it clear what levels of support employees can expect. 5. Remove Demotivators Identify factors that demotivate staff - they may be physical (buildings, equipment) or psychological (boredom, unfairness, barriers to promotion, lack of recognition). Some of them can be dealt with quickly and easily others require more planning and time to work through. The fact that you are concerned to find out what is wrong and do something about it is in itself a motivator. 6. Demonstrate Supp ort Whether your working culture is one that clamps down on mistakes and penalizes error or a more tolerant one that espouses mistakes as learning opportunities, your staff need to understand the kind and levels of support they can expect. Motivation practice and relationship building often falter because the staff does not feel they are receiving adequate support. 7. Be Wary of Cash Incentives Many people say they are working for money and claim in conversation that their fringe benefits are an incentive. But money actually comes low down in the list of motivators, and it doesnt motivate for long after a raise. Fringe benefits can be effective in attracting new employees, but benefits rarely motivate existing employees to use their profil more effectively. 8. Decide on an Action Having listened to staff, take steps to alter your organizations policies and attitudes, consulting fully with staff and unions. Consider policies that affect flexible work, reward, promotion, training and development, and participation. 9. Manage Change Adopting policies is one thing, implementing them is another. If poor motivation is entrenched, you may need to look at the organizations whole style of management. One of the most natural of human instincts is to resist change even when it is designed to be beneficial. The way change is introduced has its own power to motivate or demotivate, and can often be the key to success or failure. If you tell - an instruction or deliver a monologue - you are ignoring your staffs hopes, fears, and expectationstell and sell - try to persuade people - even your most compelling reasons will not hold sway over the long term if you dont allow discussionconsult - it will be obvious if you have made up your mind beforehandlook for real participation - sharing the problem solving and decision making with those who are to implement change - you can begin to expect commitment and ownership along with the adaptation and compromise that will occur natural ly. 10. Understand Learning Preferences Change involves learning. In their Manual of Learning Styles (1992), Peter Honey and Alan Mumford distinguish four basic styles of learning. The first of these is the activists. They like to get involved in new experiences, problems, or opportunities. Theyre not too happy sitting back, observing, and being impartial. Next, are the theorists who are comfortable with concepts and theory. They dont like being thrown in at the deep end without apparent purpose or reason. The third group is the reflectors. Reflectors like to take their time and think things through. They dont like being pressured into rushing from one thing to another. Finally, there are the pragmatists. The pragmatists need a link between the subject matter and the job in hand. They learn best when they can test things out. As each of us learns with different styles, preferences, and approaches. Your employees will respond best to stimuli and suggestions that take account of the way they do things best. 11. Provide Feedback Feedback is one of the most valuable elements in the motivation cycle. Dont keep staff guessing how their development, progress, and accomplishments are shaping up. Offer comments with accuracy and care, keeping in mind the next steps or future targets. More Dos and Donts For Motivating Your Staff Do recognize that you dont have all the answers.Take time to find out what makes others tick and show genuine caring.Be proactive, lead, encourage, and guide your staff, dont force them.Do tell your staff what you think.Dont make assumptions about what drives others.Dont assume others are like you.Dont force people into things that are supposedly good for them.Dont neglect the need for inspiration.Dont delegate work delegate responsibility.?