Saturday, July 9, 2011

Motivating Employees - Developing The Right Work Attitude

By Keith Glass


Motivating employees can be very challenging for superiors with no background in psychology. The reason for this is because they will be dealing with people having different personalities and they need to weigh things most of the time. The individual characteristics of workers are the prime factors involved.

In any workplace there are always workers who excel because they are confident and have self motivation. These are the types of employees requiring less supervision or even none at all. Their only downside is at times they may be too close to their superiors they tend to assume they are always doing things right. Correcting their ways would then be a challenge.

Those workers who are not as confident on the other hand may be performing less than what is expected of them. They are the ones who needs help and not necessarily whip them to be pushed to work. They are not poor workers they just need a helping hand for them to be comfortable with what they do. For all we know they just needed to warmed up a little bit to get the best out of their performance.

Positive motivation is the answer to most of the manager's concerns. Many companies may have negative policies to motivate their workers. These are practices with strong motivating factor of fear. They appear to work well at the beginning but in the long run they consequently drive away their best workers.

Getting the pulse of workers is important to have their sympathy. Knowing their feelings towards their workplace will also be a great advantage. This can be a way for their superiors to better understand and make use of them in any given situation. To make this happen it is best to initiate team building activities.

Motivating employees does not mean giving them more cash than what they are currently enjoying. Making them realize on the other hand the importance of their role in the company will make them feel valued and thus they will perform at their best.




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