The 7 Categories of Motivation Taught in the Management Diploma Online
The job of a manager is to get the work done through his employees. In order to succeed, the manager needs to motivate team members.
There are seven broad categories for motivation:
• Positive reinforcement
• Effective discipline and punishment
• Treating people fairly
• Satisfying employee needs
• Setting work related goals
• Restructuring jobs
• Base rewards on job performances
Adapted from Accel-Team http://www.accel-team.com/info/index.html
The most frequently cited needs and expectations in the research are:
1. Recognition for a job well done
2. Feeling a part of the team
3. Sensitivity to personal issues
Recently, responses such as: having a boss you can respect have for the first time appeared as responses in such surveys.
These are all interpersonal relationship concerns. Money has never made it to number 1 in the surveys, even though we all know making a living is important.
Interestingly, when supervisors were given the unranked list of employee needs and asked to rate them as one of their employees would, the results were revealing. The factors above that were rated 1, 2 and 3 by employees were ranked 8, 9 and 10 by their bosses. They thought wages would be number 1. (It actually came in only number 5 on the employee ranking).
Traditionally, management has attempted to motivate employees through needs, which have already been met or don’t exist.
Examples of erroneous motivators include the following:
- More money – if employees were rid of their financial problems, they would become harder workers
- Better benefits – This was an attempt to make the employee feel more secure on the job.
- Company involvement – Employees would be more dedicated if they were made to feel “a part of the team”. Attempts include newsletters, sponsored sports teams and company social events.
The manager as a psychologist – the rational was, “if employees’ off-the-job problems and concerns could be resolved, they would be happier and more content on the job”.
To no one’s surprise, none of these strategies seemed to have a significant effect upon motivation as measured by output, quality of work, turnover or absenteeism. Each was based on the assumption that improving the individual would improve the organisation. Motivation was treated as ‘something that was done to someone’.
Published by: LMIT