Motivation is a very interesting phenomenon because it is different for each of us. Our level of motivation can change at different times of our personal lives and at work. We will try to understand what the motivation and what tools are available for manager who wishes to increase the level of motivation among his or her employees.
The motivation is personal to each phenomenon. This means that, contrary to what some may believe, it is impossible to "motivate" someone. A person can motivate herself, but can not motivate another. Self-motivation share with unmet needs that are specific to each. The proper term to use is to "mobilize" someone.
The motivation is personal to each phenomenon. This means that, contrary to what some may believe, it is impossible to "motivate" someone. A person can motivate herself, but can not motivate another. Self-motivation share with unmet needs that are specific to each. The proper term to use is to "mobilize" someone.
Mobilization
Mobilization is the most accessible way for a manager. This means putting in place
working conditions aimed to increase the satisfaction of the employee's needs. the
Manager can change the employee's environment to promote job satisfaction.
The mobilizing goal is to create a backlash, or to increase the level of commitment
the individual (ie an improvement of his involvement at work). Before seeing the actual methods to achieve this backlash, we will revise the Maslow pyramid to understand what the needs of an employee or other individual.
Basic needs
Maslow's pyramid is divided into five levels, starting from the bottom. For an employee feel good at work, it must meet the needs of the first three levels with his life personal, otherwise it will never be completely happy in his work. It is not
necessary to reach the top of the pyramid. However, it is to retain the bearings
to reach one after another and that no level can not be exceeded without the needs that are there associates are met.
These five steps are divided into two categories of needs: internal and external.
External requirements:
Relate to physiological and safety needs. The manager can work on these points to obtain a short-term positive return. to do this, he must feel that he employed job security, a regular and steady salary and working conditions that make it safe workplace. These are the most effective tools for manager.
Internal needs:
Relate to the need for love, esteem and accomplishment. These points, which are much more difficult to influence for a manager, however, will the advantage, if successful, to make him get a long-term effect on the motivation of the employee. he
may attempt to do this by working to increase employee pride about their work so that
it loves his work. But how can we act concretely as a manager? If an employee feels comfortable in his work, there are seven conditions that the manager must
establish that his or her employees are satisfied with their work.
Seven conditions of satisfactory work
The employee must have:
1. A work that has meaning;
2. Clear and precise objectives;
3. Good knowledge of the results of its work;
4. Appropriate rewards (salary, bonus ...);
5. discretion (level of autonomy);
6. appropriate social stimulations;
7. Adequate working conditions.
Ask yourself the question whether you meet all of these conditions in your work, and if it is not the case, you now know what to work on to improve your lot or that your
employees.
To summarize, we have seen that motivate someone is an impossible phenomenon that motivation can only come from itself and that only the mobilization of personnel is feasible. Then we saw Maslow's pyramid of needs that reminds us that an individual can not be happy in his work if its basic personal needs are first met. Finally, we have also seen means that the manager can take to increase the commitment of its employees vis-a- vis their work. So it remains for me to wish you good luck in your endeavors!
Mobilization is the most accessible way for a manager. This means putting in place
working conditions aimed to increase the satisfaction of the employee's needs. the
Manager can change the employee's environment to promote job satisfaction.
The mobilizing goal is to create a backlash, or to increase the level of commitment
the individual (ie an improvement of his involvement at work). Before seeing the actual methods to achieve this backlash, we will revise the Maslow pyramid to understand what the needs of an employee or other individual.
Basic needs
Maslow's pyramid is divided into five levels, starting from the bottom. For an employee feel good at work, it must meet the needs of the first three levels with his life personal, otherwise it will never be completely happy in his work. It is not
necessary to reach the top of the pyramid. However, it is to retain the bearings
to reach one after another and that no level can not be exceeded without the needs that are there associates are met.
These five steps are divided into two categories of needs: internal and external.
External requirements:
Relate to physiological and safety needs. The manager can work on these points to obtain a short-term positive return. to do this, he must feel that he employed job security, a regular and steady salary and working conditions that make it safe workplace. These are the most effective tools for manager.
Internal needs:
Relate to the need for love, esteem and accomplishment. These points, which are much more difficult to influence for a manager, however, will the advantage, if successful, to make him get a long-term effect on the motivation of the employee. he
may attempt to do this by working to increase employee pride about their work so that
it loves his work. But how can we act concretely as a manager? If an employee feels comfortable in his work, there are seven conditions that the manager must
establish that his or her employees are satisfied with their work.
Seven conditions of satisfactory work
The employee must have:
1. A work that has meaning;
2. Clear and precise objectives;
3. Good knowledge of the results of its work;
4. Appropriate rewards (salary, bonus ...);
5. discretion (level of autonomy);
6. appropriate social stimulations;
7. Adequate working conditions.
Ask yourself the question whether you meet all of these conditions in your work, and if it is not the case, you now know what to work on to improve your lot or that your
employees.
To summarize, we have seen that motivate someone is an impossible phenomenon that motivation can only come from itself and that only the mobilization of personnel is feasible. Then we saw Maslow's pyramid of needs that reminds us that an individual can not be happy in his work if its basic personal needs are first met. Finally, we have also seen means that the manager can take to increase the commitment of its employees vis-a- vis their work. So it remains for me to wish you good luck in your endeavors!
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