MOTIVATE YOUR STAFF

Motivation is one of the critical management and leadership tools used in driving desired employee performance and organizational goals. Unfortunately, the method and means of motivation have been so bastardized and abused by people in leadership position to the detriment of the same organization that claim to lead.

Motivation is directly linked to the morale, attitude and disposition of staff and in turn have dire consequences on the goals attainment and work ethics. Motivate have different meaning to individuals and its application also differ. To some, motivation is all about financial gain, to some simple appreciation or follow-up by the leadership and others recognition. Each leader must be able to identify the peculiarities of their staff and apply as appropriate.

Management simply means getting things done through and with others. This means a diverse human resource with diverse background, morals, dispositions, etc. is needed to work together in harmony and with the right attitude for the separate individual goals and corporate goals to be achieved. It involves organization, getting them to believe in your vision and trusting you enough to committing to the achievement of the vision. Managers and leaders must therefore be sensitive to the built, psychology, aspirations and needs of all those involved if the set goals and objectives are to be achieved.

There are different motivational theories than can be employed: Maslow’s Hierarchy of Needs, Theory X and Y, Herzberg two factor theory, ERG, Acquired needs theory by McClelland, Goal Setting theory by Edwin Locke, Reinforcement Theory, cognitive theory, expectancy theory, etc. The basic truth is that all these theories seek to inspire people to increase their desire to do more for the overall benefit of the organization.

Desire to motivate is however fast disappearing in organizations, especially the Small and Medium Enterprises. The fallacy is that praising/encouraging the staff might over boost their ego believing that staff needed to be pushed and harassed to perform. (The extreme of Theory Y). They usually create an environment to make the staff believe they are not doing enough to push them to do more. Salaries are deducted at the slightest excuse, staff are bullied, abused and mistreated (employers’ market). This is usually without cognizance of the damage to the enthusiasm, drive and dedication of such staff and the effect on the organization as a whole.

I can readily say most of employees are dejected, demotivated, demoralized and with low self-esteem. Focus is just to do enough to retain their jobs which has promoted sycophancy among the staff in a bid to remain in the good books of the Boss and sufficient thick skin to withstand the abuse and torture.

To motivate therefore, in simple terms requires:

• Alignment of purpose between that of the organization and that of the staff
• Identify driver of each staff and what makes them tick.
• Complement openly and chastise privately except where there is a learning point which must however be subtle
• There must be parity and fairness in dissemination of reward and punishment
• Engage the staff and create an environment where the staff feels at home. Remember Together Everyone Achieves More
• Be empathic to the feelings and pains of your staff. Show that you care!
• Be civil in your approach and don’t be a bully

“Do unto others as you want them do unto you” should be the watch word!