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Actual for You - Looking to Increase Employee Performance? Motivation is Critical
Everyone should be in a job that they like and that they are good at and the better that society places people in jobs that they are good at, the more we will all enjoy the productivity of our civilization. This is one of the basic tenets of Plato's Republic.What type of degree would a creative genius wish to get? A creative genius will create in just about any endeavor that they are thrust into as long as they feel at home and enjoy it or if it challenges their mind. But why does a creative genius need a degree to get a job?After all, they could be self-employed too, as 10% of the population is and 75% of the population works in a small business and most of those folks do not have any advanced degrees. Not all creative geniuses choose to pursue an academic career, although many do.So if
And changing the nature of the work is the true key to motivation. The message is clear: do everything you can to get rid of the things that generate employee unhappiness, recognizing that no matter how big an investment you make you'll get precious little in return. All your money will buy is the absence of dissatisfaction. Listen up -- you have no choice! You must pay people competitive wages, you must provide a healthy, safe and attractive work environment, you must give at least as good insurance policies and vacations and retirements plans as people could get working for the bagel joint down the street. If you don't, people will quit and you won't be able to hire replacements. But all you'll get for the fortune you spend in this effort is a bunch of people who have to search hard for something to complain about.
If you want genuine m
People receive so many Business Cards, in meetings, at exhibitions, through the post and through so many other social gatherings.Why would somebody keep your business card, and not just throw it in the bin. To make your business card stands out and give it the best possible chance of survival in the Jungle world of business, the following survival tips should help.Make sure your business cards are done on good thick paper and possibly laminated. This gives the card a nice look and feel and provides a good foundation for the content of the card. If someone picks up the card (irrespective of its content) and it looks and feels good, then there is more of a chance that they will keep the card.Make sure the cards are cut properly. There is nothing worse than a card that has rough edges or whe
Does anything work?
Given the constant barrage of pep talks and posters, slogans and free advice on the topic of motivation, there should certainly be at least a couple of core principles that predictably work every time. Aren't there? Or are we stuck with the notion that everybody's an individual, and what's a turn-on for Sally is likely to be a turn-off for Sam?
Rather than speculate, let's gather some data. Think back through all the jobs you've ever had, and bring to mind the job you had that produced the greatest amount of motivation in you. It doesn't matter what the job was -- it might be the job you have right now; it might be a part-time job you had in high school. Doesn't matter.
It also doesn't matter what the word, "motivation," means to you. However you choose to define the term is fine. Simply bring to mind the job that you had when you had the greatest degree of job satisfaction, excitement, enthusiasm, turned-on-ness.
Now that you've got the job clearly in mind, quickly jot down the factors that caused you to feel so motivated, so satisfied, and so turned on. If you're like most people, the factors you listed are highly predictable -- and so are the ones that didn't make your list.
On your list appear such items as recognition, opportunities for achievement, freedom and autonomy, challenge, the chance to learn and grow, and the work itself. What was missing? You probably didn't write down such important items as job security, benefits, working conditions, and the organization's policies and procedures.
It turns out that the missing link in understanding motivation is understanding that there are two very different factors at work. On one hand there are the things that motivate us, that turn us on, that cause us to feel satisfied with the job. On the other are those things that dissatisfy us, that turn us off, that demotivate us. There are two separate variables at work, and you have to attack both of them. Psychologist Fred Herzberg stated it best, "Job satisfaction and job dissatisfaction are not flip sides of the same coin. They are entirely different coins, and the wise manager uses both those coins to buy better performance."
What is motivation?
A good working definition of motivation is this: motivation represents a measurable increase in both job satisfaction and productivity. The motivated worker does his job better and likes it more than those folks who are not so motivated. What generates real motivation is the first set of factors mentioned: opportunities for achievement and accomplishment, recognition, learning and growth, having some say in how the job is done, and worthwhile work. Those are the items that generate strong feelings of loyalty, satisfaction, enthusiasm, and all those other important attributes we want to see in those whose paychecks we sign.
But you can't get away with working exclusively on the satisfiers scale. You have to make sure that you clean up the job to reduce or eliminate those things that cause people to be unhappy and quit.
Wait a minute, some of you are saying -- where does money fit into this scheme? Pay is the ringer in the equation; the one factor that shows up as both a source of satisfaction and a source of dissatisfaction. People are dissatisfied with their pay when they feel it isn't commensurate with their efforts, or is distributed inequitably, or doesn't reflect the responsibilities of the job, or is out of touch with market realities. If you don't pay competitive wages, people will be unhappy and they will quit. But no matter how much you raise salaries, you won't generate motivation and job satisfaction, because job satisfaction is a function of the content of the job.
Look at it this way: Hire me to wash dirty dishes and pay me chickenfeed and I'll be unhappy and demotivated. But raise my wages to a princely sum and guess what -- I'll still hate washing dirty dishes. But I won't complain any more about my crummy compensation; I probably won't quit; and I may even improve my attendance record (if you pay me my munificent wages on an hourly basis). What you have bought with the generous pay increase you provided me was not real job satisfaction. All you have bought is the absence of dissatisfaction. They are not the same thing. If you really want me to be a happy camper, you'd better change the nature of my work.
And changing the nature of the work is the true key to motivation. The message is clear: do everything you can to get rid of the things that generate employee unhappiness, recognizing that no matter how big an investment you make you'll get precious little in return. All your money will buy is the absence of dissatisfaction. Listen up -- you have no choice! You must pay people competitive wages, you must provide a healthy, safe and attractive work environment, you must give at least as good insurance policies and vacations and retirements plans as people could get working for the bagel joint down the street. If you don't, people will quit and you won't be able to hire replacements. But all you'll get for the fortune you spend in this effort is a bunch of people who have to search hard for something to complain about.
If you want genuine m
China last year became the first country ever to import more than $1 billion of American scrap, according to the newspaper American Metal Market. The demand is so high that most scrap suppliers that sell to China are looking everywhere to grab up any materials available. Copper scrap exports to China, including Hong Kong, have quintupled since 1998, and China now accounts for 70 percent of the total. China's purchases of American copper scrap last year were equal to about 40 percent of American consumption. –New York TimesOn of the biggest hurdles to selling scrap to China is the AQSIQ registration requirements. China’s General Administration of Quality Supervision, Inspection and Quarantine (AQSIQ) Office requires all importers of scrap material to be registered.The process is extremely time con
Now that you've got the job clearly in mind, quickly jot down the factors that caused you to feel so motivated, so satisfied, and so turned on. If you're like most people, the factors you listed are highly predictable -- and so are the ones that didn't make your list.
On your list appear such items as recognition, opportunities for achievement, freedom and autonomy, challenge, the chance to learn and grow, and the work itself. What was missing? You probably didn't write down such important items as job security, benefits, working conditions, and the organization's policies and procedures.
It turns out that the missing link in understanding motivation is understanding that there are two very different factors at work. On one hand there are the things that motivate us, that turn us on, that cause us to feel satisfied with the job. On the other are those things that dissatisfy us, that turn us off, that demotivate us. There are two separate variables at work, and you have to attack both of them. Psychologist Fred Herzberg stated it best, "Job satisfaction and job dissatisfaction are not flip sides of the same coin. They are entirely different coins, and the wise manager uses both those coins to buy better performance."
What is motivation?
A good working definition of motivation is this: motivation represents a measurable increase in both job satisfaction and productivity. The motivated worker does his job better and likes it more than those folks who are not so motivated. What generates real motivation is the first set of factors mentioned: opportunities for achievement and accomplishment, recognition, learning and growth, having some say in how the job is done, and worthwhile work. Those are the items that generate strong feelings of loyalty, satisfaction, enthusiasm, and all those other important attributes we want to see in those whose paychecks we sign.
But you can't get away with working exclusively on the satisfiers scale. You have to make sure that you clean up the job to reduce or eliminate those things that cause people to be unhappy and quit.
Wait a minute, some of you are saying -- where does money fit into this scheme? Pay is the ringer in the equation; the one factor that shows up as both a source of satisfaction and a source of dissatisfaction. People are dissatisfied with their pay when they feel it isn't commensurate with their efforts, or is distributed inequitably, or doesn't reflect the responsibilities of the job, or is out of touch with market realities. If you don't pay competitive wages, people will be unhappy and they will quit. But no matter how much you raise salaries, you won't generate motivation and job satisfaction, because job satisfaction is a function of the content of the job.
Look at it this way: Hire me to wash dirty dishes and pay me chickenfeed and I'll be unhappy and demotivated. But raise my wages to a princely sum and guess what -- I'll still hate washing dirty dishes. But I won't complain any more about my crummy compensation; I probably won't quit; and I may even improve my attendance record (if you pay me my munificent wages on an hourly basis). What you have bought with the generous pay increase you provided me was not real job satisfaction. All you have bought is the absence of dissatisfaction. They are not the same thing. If you really want me to be a happy camper, you'd better change the nature of my work.
And changing the nature of the work is the true key to motivation. The message is clear: do everything you can to get rid of the things that generate employee unhappiness, recognizing that no matter how big an investment you make you'll get precious little in return. All your money will buy is the absence of dissatisfaction. Listen up -- you have no choice! You must pay people competitive wages, you must provide a healthy, safe and attractive work environment, you must give at least as good insurance policies and vacations and retirements plans as people could get working for the bagel joint down the street. If you don't, people will quit and you won't be able to hire replacements. But all you'll get for the fortune you spend in this effort is a bunch of people who have to search hard for something to complain about.
If you want genuine m
Everybody hears about how the medical billing industry is robbing us blind. Medical costs are out of control, or at least so they say. Medical billing software, just to be able to run your medical billing practice, costs an arm and a leg. Medical billing agencies like Medicare and Medicaid, Blue Cross, Blue Shield and even private insurance companies are ripping us off left and right. Nobody wants to pay claims, or at least that's the perception. But what's the reality? Does anybody who is doing the complaining really know? Medical billing statistics are posted all over the place, especially with the Internet being so filled with information. But does anybody really take the time to look up the stats to see how bad things really are?For example. Did you know that it costs between $8 and $10 to
What is motivation?
A good working definition of motivation is this: motivation represents a measurable increase in both job satisfaction and productivity. The motivated worker does his job better and likes it more than those folks who are not so motivated. What generates real motivation is the first set of factors mentioned: opportunities for achievement and accomplishment, recognition, learning and growth, having some say in how the job is done, and worthwhile work. Those are the items that generate strong feelings of loyalty, satisfaction, enthusiasm, and all those other important attributes we want to see in those whose paychecks we sign.
But you can't get away with working exclusively on the satisfiers scale. You have to make sure that you clean up the job to reduce or eliminate those things that cause people to be unhappy and quit.
Wait a minute, some of you are saying -- where does money fit into this scheme? Pay is the ringer in the equation; the one factor that shows up as both a source of satisfaction and a source of dissatisfaction. People are dissatisfied with their pay when they feel it isn't commensurate with their efforts, or is distributed inequitably, or doesn't reflect the responsibilities of the job, or is out of touch with market realities. If you don't pay competitive wages, people will be unhappy and they will quit. But no matter how much you raise salaries, you won't generate motivation and job satisfaction, because job satisfaction is a function of the content of the job.
Look at it this way: Hire me to wash dirty dishes and pay me chickenfeed and I'll be unhappy and demotivated. But raise my wages to a princely sum and guess what -- I'll still hate washing dirty dishes. But I won't complain any more about my crummy compensation; I probably won't quit; and I may even improve my attendance record (if you pay me my munificent wages on an hourly basis). What you have bought with the generous pay increase you provided me was not real job satisfaction. All you have bought is the absence of dissatisfaction. They are not the same thing. If you really want me to be a happy camper, you'd better change the nature of my work.
And changing the nature of the work is the true key to motivation. The message is clear: do everything you can to get rid of the things that generate employee unhappiness, recognizing that no matter how big an investment you make you'll get precious little in return. All your money will buy is the absence of dissatisfaction. Listen up -- you have no choice! You must pay people competitive wages, you must provide a healthy, safe and attractive work environment, you must give at least as good insurance policies and vacations and retirements plans as people could get working for the bagel joint down the street. If you don't, people will quit and you won't be able to hire replacements. But all you'll get for the fortune you spend in this effort is a bunch of people who have to search hard for something to complain about.
If you want genuine m
Many believe that it is human nature to make up stories, embellish and tell tall tales. Indeed it appears that these folks who say this are right, it must be human nature, because it is getting harder and harder to get a straight answer out of people? Maybe it is all this political correctness that people have just given up on the truth, instead a perceived or contrived truth will do just fine?If you think about this for a second; "It is human nature to propagate!" Sure especially in groups, government agencies (as they defraud and misrepresent) and such. And Monkeys do this too (sometimes the same). Monkeys in observation use deception to mislead to allow them selves a better helping of a meal by crying wolf, when their pecking order does not allow for what they desire in the amounts they desire.
Wait a minute, some of you are saying -- where does money fit into this scheme? Pay is the ringer in the equation; the one factor that shows up as both a source of satisfaction and a source of dissatisfaction. People are dissatisfied with their pay when they feel it isn't commensurate with their efforts, or is distributed inequitably, or doesn't reflect the responsibilities of the job, or is out of touch with market realities. If you don't pay competitive wages, people will be unhappy and they will quit. But no matter how much you raise salaries, you won't generate motivation and job satisfaction, because job satisfaction is a function of the content of the job.
Look at it this way: Hire me to wash dirty dishes and pay me chickenfeed and I'll be unhappy and demotivated. But raise my wages to a princely sum and guess what -- I'll still hate washing dirty dishes. But I won't complain any more about my crummy compensation; I probably won't quit; and I may even improve my attendance record (if you pay me my munificent wages on an hourly basis). What you have bought with the generous pay increase you provided me was not real job satisfaction. All you have bought is the absence of dissatisfaction. They are not the same thing. If you really want me to be a happy camper, you'd better change the nature of my work.
And changing the nature of the work is the true key to motivation. The message is clear: do everything you can to get rid of the things that generate employee unhappiness, recognizing that no matter how big an investment you make you'll get precious little in return. All your money will buy is the absence of dissatisfaction. Listen up -- you have no choice! You must pay people competitive wages, you must provide a healthy, safe and attractive work environment, you must give at least as good insurance policies and vacations and retirements plans as people could get working for the bagel joint down the street. If you don't, people will quit and you won't be able to hire replacements. But all you'll get for the fortune you spend in this effort is a bunch of people who have to search hard for something to complain about.
If you want genuine m
The Louisiana State Agency that oversees the collection and reporting of State income taxes deducted from payroll checks is:Dept. of Revenue P.O. Box 201 Baton Rouge, LA 70821-0201 (225) 219-0102 www.rev.state.la.us/Louisiana requires that you use Louisiana form "L-4 (R-1300), Employee's Withholding Exemption Certificate" instead of a Federal W-4 Form for Louisiana State Income Tax Withholding.Not all states allow salary reductions made under Section 125 cafeteria plans or 401(k) to be treated in the same manner as the IRS code allows. In Louisiana cafeteria plans are not taxable for income tax calculation; not taxable for unemployment insurance purposes. 401(k) plan deferrals are not taxable for income taxes; taxable for unemployment purposes.In L
And changing the nature of the work is the true key to motivation. The message is clear: do everything you can to get rid of the things that generate employee unhappiness, recognizing that no matter how big an investment you make you'll get precious little in return. All your money will buy is the absence of dissatisfaction. Listen up -- you have no choice! You must pay people competitive wages, you must provide a healthy, safe and attractive work environment, you must give at least as good insurance policies and vacations and retirements plans as people could get working for the bagel joint down the street. If you don't, people will quit and you won't be able to hire replacements. But all you'll get for the fortune you spend in this effort is a bunch of people who have to search hard for something to complain about.
If you want genuine motivation, though, you've got to look at the job itself. Does the work provide me with the chance to really accomplish something? Does my job allow me to do something that makes an actual difference? Do I have a lot of say in how I do my job or am I totally constricted by standard operating procedures? Can I learn and grow and develop on this job, or will I be tightening the same nut on the same bolt for the next thirty years? Do I get any recognition when I do something particularly well?
Providing recognition of good performance is the best place to start. Recognizing good performance any time it's encountered -- with just a "Thanks" or a literal pat on the back -- can be enough to get the motivational engine working. Sally and Sam will need more than just an attaboy, but acknowledging excellent work every time it appears is a wonderful place to start the engine of motivation running.
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