Employee Motivation Action ChecklistThis 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 Herzberg's hygiene theory, McGregor's X and Y theories and Maslow's 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 participation?
- greater recognition?
- greater challenge?
- more opportunities for development?
4. Walk the Job
Every day, find someone doing something well and tell the person so. Make sure the interest you show is genuine without going overboard or appearing to watch over people's shoulders. If you have ideas as to how employees' work could be improved, don't shout them out, but help them to find their way instead. Earn respect by setting an example; it is not necessary to be able 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 Support
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 staff do 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 doesn't motivate for long after a raise. Fringe benefits can be effective in attracting new employees, but benefits rarely motivate existing employees to use their potential more effectively.
8. Decide on an Action
Having listened to staff, take steps to alter your organization's policies and attitudes, consulting fully with staff and unions. Consider policies that affect flexible work, reward, promotion, training and development, and participation.
Read more of the Action Checklist for Motivating Employees.