Topic: Staff motivation
From the point of view of technology, everything that consultants offer to increase staff motivation is very reminiscent of manipulative techniques. Is it ethical? Or is management such a cynical area that it is not worth talking about ethics? How useful is the manipulation of subordinates from a pragmatic point of view? How are the burning eyes of employees connected with the degree of their responsibility and the charismatic strength of the leader?
I understand that this person "does not pull." But now I don't have another one. My task is to lie to him so that he runs with burning eyes to solve an impossible task. And I tell him that he is super, that he is Batman, that no one else can do this except him ....
Top manager
Everyone knows that "he who wants does more than he who can" (G. Murray). Olympic champions do not always have better physical shape and technical training than those who give them first place. But they are always much more motivated to win than their rivals.
One example is illustrative in this regard. A group of consultants of the company "Intellect Service" conducted a study production process at Enterprise X. According to the results of measurements of the execution time technological operations our company's consultants built a model, calculated the required number of personnel and informed the company's managers. At the same time, they stipulated that this scheme could be implemented only in the case of very high motivation of the staff. The managers of the enterprise decided to conduct an experiment: to test the new scheme of work in action. In the conditions of the most severe control, under the threat of dismissal, the workers could not repeat the results that they showed in a normal working environment. There was nothing to reproach them with: they worked with all their might. And the results were twice as bad.
In this example, managers tried to replace control and fear of punishment with the individual motivation of workers to achieve results. At the same time, the shop staff had an excellent idea of what the success of the experiment promised them: a reduction in staff and an increase in workload.
As Leo Tolstoy said: "No activity can be strong if it does not have a basis in personal interest." The only question is how to motivate staff () to connect the interests of the company with the personal interests of employees?
Staff motivation. Where is his button?
Theorists and practitioners of management offer a lot of recipes. For example, Svetlana Ivanova in her book “Motivation at 100%: Where is his button?”, which has gone through three reprints (Alpina Business Books, 2007), offers her own technology staff motivation. It lies in the fact that we are studying the “map of employee motivators”. That is, we try to understand what is important for this person (for example, money, a creative task, career growth, a team, clarity of goals, or something else). And all the steps and actions taken by the company in relation to this employee are presented with adaptation to his "map of motivators". That is, for someone for whom creativity is important, we emphasize how he can create when completing an assignment. And for someone who cares about stability, how can he maintain it by solving the task.
It is this approach, according to the author, that allows you to achieve the most effective management communication and a positive impact on the employee, that is, to increase the motivation of your staff. The technology is simple, understandable, and, of course, allows you to achieve results.
The only question is why does it work?
The answer is simple: manipulations almost always work! E. L. Dotsenko called this the exploitation of personal (motivational) structures (Dotsenko E. D. Mechanisms of psychological protection from manipulative influence. Abstract of the dissertation for the degree of candidate of psychological sciences. M .: MGU, 1994)
What is manipulation? This is a deliberate and hidden motivation of another person to experience certain states, make decisions and perform actions necessary for the initiator to achieve his own goals (Sidorenko E.V. Training of influence and resistance to influence. - St. Petersburg: Speech, 2001). The task of the manipulator is to force a person to do something necessary, but in such a way that it seems to the person that he himself decided to do it, and he made this decision not under the threat of punishment, but of his own free will.
In fact, he acts under the influence of those thoughts and feelings that the manipulator could evoke in him, affecting the "strings of the soul" or motives that are significant for the addressee. A manipulator is a master of playing on someone else's motivational structures, or the strings of someone else's soul. And he is the thinner and more skillful than large quantity strings in someone else's soul can recognize and touch.
How is this different from technology motivation???
Elena Sidorenko (ibid.) divides motivators, excuse me, manipulators into two subspecies: balalaika players and harpists. “The balalaika manipulator sees in another person, whoever he may be, only three strings - like in a balalaika. For example, pride, greed and fear. Turning to a person who seems to him a balalaika, he tries to hurt his pride, his sense of self-worth, his desire to get more money (or lose less), his desire to protect himself as much as possible ”(did you recognize the top manager from the epigraph?).
“The manipulator-harpist in each person picks up the individual strings and plays them with precision. It can be curiosity, envy, the desire for independence, dominance ... ". Or money, a creative task, career growth, a team, clarity of goals ... That's the whole motivation of the staff.
But it does work...
Of course, our whole life is permeated with manipulations. And if manipulative technologies work, then maybe you shouldn't worry? The same E. D. Dotsenko argues that manipulation is still preferable to physical violence or direct coercion. And, in the end, the winners are not judged! If the manager ensures the achievement of the set goals, what difference does it make how he does it?
If it does, then yes.
We will not delve into the question of the admissibility of manipulations from an ethical point of view. Let's look at the purely pragmatic aspects and the possible consequences of this method of motivating staff and such managerial influence.
In the case when we need to quickly set up, inspire a subordinate to complete a task, this method of increasing motivation can be very effective. If a sprinter before the start is told exactly the word that will make him overcome himself, then, having won, he will be grateful to us. But if the duration of the race is not seconds, not minutes, but years?
By introducing such a method of increasing motivation into everyday practice, using only it, we are at serious risk. After all, what works well in the short term often works against us in the long term.
An employee who was hooked once, twice, a third, sooner or later will realize that he is being bred. And in our corporate environment there will be another person who lives by the principle: "we will answer the red terror with delirium tremens." And deciphering the hammer and sickle only as "mow and hammer."
Another one possible problem related to the overuse of this technology is that employees may also want to “motivate” management. And they will take the method of motivation into service. After all, we are all manipulators. Someone more, someone less. Those who do not master this skill well will be eliminated from the game and from the organization. And, sooner or later, we will form a friendly team of motivators who will play manipulative games with each other.
The picture is not very rosy. And from the point of view of achieving the set goals, a lot of questions arise.
This is not to say that knowing the motivator map of your subordinates inevitably leads to the collapse of the organization. You just need to clearly understand the limits of applicability of this technology to increase the level of motivation. Let's formulate situations in which it will really be useful. This method of motivation is applicable if.
We need to inspire a person to complete a short-term task that has a clear time frame. Moreover, the result will bring satisfaction not only to the leader, but also to the subordinate himself.
Situation "should". There are delicious medicines, and there are useful ones. Each of us has to give not only interesting or pleasant assignments. Exception: if you receive such tasks several times a day.
Fire. Not a real fire (in this case, not up to sentiment), but simply an emergency situation. Again, if this is not the norm for your organization.
In these and similar situations, it is worth linking the task and the interests of the employee. But this should not be done often!
And it is also worth remembering that “the factor that today motivates a particular person to intensive work, tomorrow may contribute to the “turn-off” of the same person. No one knows exactly how the mechanism of motivation works, how strong the motivating factor should be and when it will work, not to mention why it works” (Richard Henderson). When applying this technique, remember that everything changes. Including motivation cards.
What if the distance is long?
What to do in all other situations? According to the results of the study by F. Herzberg, the following factors can be attributed to motivating factors:
The work itself.
Achievement, success.
Recognition of achievements.
Responsible work.
Growth and development.
By making special efforts to ensure that our subordinates have more opportunities to feel personal success By entrusting them with responsible work, adding more variety to their daily duties, stimulating their growth and development, ensuring recognition of their achievements, we thereby contribute to increasing their personal motivation. Here are some ideas to increase the motivation of your subordinates.
Work on my own
application various methods management depending on the level of development of the employee (more on this later)
allowing you to work your way
special events that allow employees to feel proud of their company
participation of personnel in decision-making
Achievements, success
creation of special projects, allocation of part of the work into a project with clearly defined deadlines and evaluation criteria
discussion of ways to achieve the goal
Achievement recognition
Praise (in person, on the phone, in letters, in meetings…)
awards, prizes, certificates
regular communication
Responsible work
providing additional information
encouraging new ideas
introduction of specialization
Growth and development
career planning
education
transfer to another job, new experience, horizontal career
However, if I start applying " correct model”and work out the“ right ”skills, implement them in myself, but I don’t accept them, then this model and these skills will not take root. When we eat food, some things are digested and some things are not. It is impossible to change your behavior patterns and inspire your employees without changing your attitude towards them. If I consider them "cattle", then they will pay me the same, whatever Right words I did not say.
According to the research of D. MacGregor, all managers are divided into those who believe that:
The average worker does not like to work. The main tendency of his behavior is to avoid work.
Workers must be forced to work. The means of coercion can be threats, punishment, and rewards.
The average worker avoids initiative.
And those who are convinced that:
Physical or mental labor is as natural as play or rest.
External control and the threat of punishment are not decisive in the labor activity of employees. People are able to act independently if they identify their goals with the goals of the organization. Command and direct coercion are not in better ways management.
Achieving a goal is an intrinsic reward in itself. At the same time, self-expression is realized as one of the highest forms of human social needs. Too little importance is attached to this aspect of motivation.
You can create conditions where the average person will strive for responsibility.
The ability for a high degree of imagination, ingenuity and creativity is widespread among people. The ingenuity of the average worker can outwit any system of control devised by the administration.
Our ideas about people largely determine their behavior. Try to change it! The following algorithm will help you with this.
1. Think of a person who seems to you to be insufficiently or incorrectly motivated for his work. Leave behind the threshold of consciousness everything that you know about this person, his motives and focus on how you want him to be. Make up your mind about this person. What goals should he set for himself? What should he strive for?
2. Make sure that you have a clear ideal image of him. Imagine that it has already become the way you would like it to be.
3. Now, when referring to this person on any matter, refer to your ideal idea of him. Your prediction will come true - he will become closer to your ideal idea of \u200b\u200bhim.
End of article
- Ways to improve productivity
- How to observe labor discipline?
Coming to work began to notice that your subordinates only drink coffee and discuss the latest news from the Internet? Conversations have become more and more, and work has become a place where you can just sit back and go home? At the same time, they want to receive a higher salary and a plus bonus. Congratulations! You disbanded the team. Now is the moment when you need to find the levers for managing the team so that the staff does the job efficiently. We will analyze in our article how to make subordinates work efficiently and for results!
Ways to improve productivity
Of course, the first thought that came to mind was to yell, arrange a dressing, tighten control and do it in front of the whole department. But! At first it may work, but then everything can go quite the opposite. Employees will be in fear. The assigned work with which they may not be able to cope will lead them to a stupor and discourage all desire to do it. And also there can be a decisive step - dismissal. The subordinate whom you decide to force to do the work may simply leave.
It is best to make a conversation with an employee in a separate room and alone. Explain to him that you are not satisfied with his attitude to work. The main thing is without shouting, without getting personal, without threatening, correctly and clearly convey information to him. And also explain what he will expect if he ignores the remark or if he takes it into account.
The second way to get subordinates to work effectively is that you can arrange competitions in the team for the best employee in the department. It is not necessary to make a leader board, you can just come up with a small prize. Subordinates will be interested in the quality of work and the desire to receive a gift. This idea has been used for many years by such a large and famous company like McDonald's. Of course, you need to ensure that these competitions do not turn into rivalry. Emphasize that employees should not work better than each other, but better than another department, that is, a team. This will help to force subordinates to work collectively and not compete with each other.
Often, the heads of various firms and serious enterprises notice that it is becoming increasingly difficult to encourage employees to work today. Motivation to work efficiently and honestly falls every year. If earlier the issue of employment was not even discussed and was considered something natural, then at present some people deliberately stop looking for vacancies. Some hope for incredible luck, others are supported by wealthy relatives and soulmates. Many people, knowing about additional earning opportunities, refuse to do everyday, routine duties. How should a boss behave if employees in every possible way shirk specific tasks and prefer to spend time idly? What methods should be used by the leader? How to make subordinates work?
The reasons
Why are subordinates sometimes frankly unwilling to comply with the requirements of the leader? It happens that no sanctions help to fight parasitism. How to influence the employee correctly so that he does not forget about his duties? If the task given by the boss remains unfulfilled, something needs to be done about it. It is absolutely unacceptable to let such a situation take its course. With the loyal approach of the leader, the employee gradually becomes discouraged and can become completely lazy. It is noticed that the employee works exactly as much as the superior person allows him to do. No one will work if he does not see a certain perspective in it. To understand why negligent employees can not work efficiently, you need to understand the reasons for irresponsible behavior.
Lack of motivation
This is a serious problem that leads to endless conflicts in the workplace. A leader, when he is limited in his choice of employees, sometimes has to behave delicately and prudently. The unwillingness to develop in the chosen field of activity usually leads to the fact that a person begins to perform tasks carelessly. It is known that if an adult independent person does not want something, it is extremely difficult, almost unrealistic, to make her do it.
Motivation is a great thing. It pushes the individual towards the goal and leads him forward, forcing him to look for new ways of self-improvement, to take the road of self-development. Until a person himself realizes the need for change, it is practically useless to fight him. Motivation can be different. Some people need to feel that they are being driven with the help of sanctioned measures, for others it is enough to realize that the size of the salary directly depends on the efforts made. The manager has the power to organize the work process in such a way that employees themselves strive to show their abilities. An employee must always be led, given food for thought.
Low salary
A person, performing a certain work, should feel that he does it not in vain. He must receive financial rewards for his investments. Motivation completely disappears when the salary is so low that it is not enough even for basic needs. I would like to advise managers to respect the work of their employees, then they will also have a desire to prove themselves from the best side. The inability to find meaningful prospects in the workplace breeds employee dissatisfaction. The desire to work at the same time may be almost completely absent.
Effective Methods
Every boss should know how to properly behave if employees refuse to comply. It is necessary to develop effective ways of influencing the staff, while at the same time remaining a fair and responsible leader.
Salary increase
Perhaps this is the first thing to do, intending to correct the situation, which is categorically not satisfied. People, getting a job, are primarily interested in this aspect. No one will make an effort just "thank you" without the hope of realizing specific goals. An increase in salary almost always forces an employee to reconsider their attitude to work. People suddenly have responsibility and the desire to do everything in the best way. If you inform your subordinates in time about the increase in wages, then they will have a powerful incentive to work better.
Quality control
When there are no special incentives to work and, moreover, no one monitors the timeliness of solving important tasks, many employees, for obvious reasons, begin to be lazy. Some people literally need to be taught how to behave in the workplace. Otherwise, they begin to do anything, but not their direct duties. A competent boss should always unobtrusively make it clear to his subordinates that it is he who is in charge of the process, and not vice versa. When checks happen regularly, employees get used to them and are no longer surprised. Timely control over the quality of the performance of duties allows timely resolution of emerging difficulties and various problems. To additionally motivate for good work, you can add some moments of creativity to daily work, give subordinates the opportunity to express themselves. Various competitions and demonstration performances are perfect for this purpose. If all this is appropriate in your activity, feel free to use it.
Thus, the responsibility of the manager also includes work with the staff. It depends only on the boss how employees will perceive him, whether he will be able to build trust with them. business relationship. Employees will always work exactly as much as the leader allows them to do.
- What motivation rules can ignite employees to work 16 hours a day
- Why regularly demonstrate to employees the achievements of your company
- How the practice of “back to the roots”, common in the West, can help the manager to achieve employee motivation and recognition of staff
- Motivation of employees in the company: how often CEO must stand "behind the same machine" with an ordinary employee
- 8 rules on how to properly build additional employee motivation
- What are two ways to apply for employees to voluntarily work overtime
Each employee, having come to work in Apple, receives this letter: “You have a job, and this is your life's work. No detail of this work should escape your attention. In this job, you should never compromise. For the sake of this job, you must be willing to sacrifice days off. This is the kind of work you'll be doing at Apple. People don't come here to stay in their comfort zone. They come to go all the way. They want their work to give something to the world. Something big. Something impossible in other companies. Welcome to Apple." In the article, your colleagues tell their motivation rules, and how they convince people to work hard.
Rules of motivation: tell employees they work for the best company
Dmitry Gvozdyuk, President of Ros[Integration] group of companies, Novosibirsk
When our business started, we set a goal - to enter the top five IT companies in Russia. I was so charged with the result that I worked for days on end. Unfortunately, such maximalism also has back side: developing a business, I lost my family. Of course, I do not demand such sacrifices from employees, but I regularly encourage them to a high level of dedication. Now the company employs many people who are able to be with me in the office for 16 hours a day, according to many, they do it for the sake of an idea and being inspired by my example. Here are my rules of motivation.
Rule 1. Reassure employees that even if they leave your company, they will be able to take high positions in other firms. In a short period, our company has won a number of awards. I noticed that public recognition is one of the strongest motives that can induce a person to take action. Therefore, regularly report to your subordinates about the successful results of the company. Unlike the capital, where there are quite a lot of leaders in each segment of the market, there are a lot of such firms in remote regions. Therefore, people have a different psychology, they do not have the feeling that if it does not work out in one company, then you can go to another and still remain in the forefront. In our city, working in a leading company is already a great incentive. Nevertheless, I regularly show the team that they are extremely sought-after specialists and if for some reason they want to leave, they can take high positions in other organizations.
Rule 2. Personally set the working rhythm, work harder than your employees. Subordinates feel the energy of their leader, and if you yourself are charged for the result and are ready to work hard and tirelessly, they will follow your example. Over time, those who are not able to move in the same rhythm with you will leave the company themselves. Now I am surrounded by a team that does not like passive work. For example, employees of the sales department themselves admit that they do not enjoy sitting in front of a computer all day.
Rulesabout 3. Do not forbid occasionally during work to do something extraneous. Now in our central office there is an aquarium, a lot of greenery, there is even a multimedia panel. And recently, employees brought a set-top box and play on the big screen at lunchtime. I do not forbid, but I constantly remind that the result should always come first.
Rulesabout 4. Resolve disputes as a team. We try not to bring differences to open conflict - difficult situation We solve the whole team, bringing together both the heads of departments and ordinary employees.
Rule 5 Give employees the opportunity to communicate with your company's partners in an informal setting. On Fridays we hold poker tournaments with the participation of representatives of vendors (manufacturers), sometimes we also invite customers. Any employee can take part from our side. It brings you closer. For example, when our sales manager and a customer representative play at the same table, they have the opportunity to develop a closer relationship, which will positively affect sales. And for many, this is a unique opportunity to sit at the same table with representatives of corporations such as Microsoft or IBM, talk to them about work topics, and ask personal questions.
Rule 6 Share your experience and knowledge regularly. In our field, technology develops extremely quickly, so I often attend seminars, trainings, conferences and then share new knowledge with subordinates, usually in a personal conversation. Often I help ordinary employees deal with some difficulties in their work. I also give people the opportunity to speak at the events we organize (there were over 50 of them in two and a half years). They prepare presentations, make reports, thus becoming more self-confident and raising their market value. As an encouragement, we can provide someone with the opportunity to study their field of activity more deeply by sending them to expensive courses.
Rule 7. Identify the strengths and weaknesses of employees. Employee motivation is a creative process. You will never be able to motivate two different teams with the same words. First of all, you need to study your employees well. I already have a clear idea about each of them, I know how to handle it, what internal levers and in what situations to press so that it does the required work. I'll give you an example. One of our specialists was not very clear on how to promote complex solutions, but was strong in wholesale trade, as he previously worked as a director of a company in the field wholesale sales components for computer equipment. Knowing this forte, as well as the desire to develop, we created a wholesale department, appointing him as the head. At the same time, we have strengthened this direction with more complex products. As a result, the leader independently figured out difficult decisions and began to successfully promote them.
You will learn more about other rules of motivation from
The Motivate or Lose game that will teach you how to manage employees
An electronic game, in order to win in which you will need not to offend the employees, and not to ruin the company, is in the article electronic journal"CEO".
If employees stay overtime, I work with them.
Artem Milakov, General Director of Pro-line Event, Yaroslavl
Our work has a jagged rhythm. So, on Friday - the opening of a large sports ground, on Saturday - the turnkey All-Russian Sports Contest in Yaroslavl, and on Sunday - a big football festival. During these periods, employees often have to get up early in the morning on weekends. And then there may be a slight lull. I have developed rules that allow us to work effectively in this unpredictable schedule.
Rule 8. Select employees who fit the rhythm of the business. Not every person can be fired up for a 16-hour work. And it's not about money, it's about people. Strive to surround yourself with employees who are easy-going. For example, when applying for a job, I try to cut off candidates who are not able to work overtime. This is one of the conditions that is indicated when posting a vacancy and applying for a job. My experience shows that young people who are not burdened with a family cope better with such work.
Rule 9. Allow employees to implement the proposed ideas themselves. This is a strong motivation for employees in a company. A person receives from me a kind of carte blanche and financial support, after which he brings everything to life. Let me give you an example: we are co-organizers of a major club festival in the Yaroslavl region. This is a round-the-clock three-day event in which over 10 thousand people participate. There are plenty of opportunities for organizing mini-events, implementing some projects, from small promotions to theme parties. The employee can carry out any of them.
Rule 10 If you need to work overtime, do it together with your employees. When we have a large flow of orders and events, I work on an equal footing with everyone. I do this not always due to production needs, but more so that people see that the leader does not leave them in difficult times. Even mine workplace is located next to the staff, and not in a separate office. At first it was difficult to find a compromise between work and family, but gradually everything settled down. For example, Saturday I devote entirely to my family, and Sunday is my working day.
- Corporate culture of the organization: examples and formation
What other motivation of employees helps to convince them to work with full dedication
Ivan Kuznetsov, General Director of the plant "Second Breath", St. Petersburg
Rulesabout 11 . Set aside time once a week to talk to your employees. I have a rule: every week I go to the shops and departments just to talk to people. The day I choose from among the least loaded. So I can discuss with the employees the pressing production matters, and talk to someone on personal topics. People really appreciate it. Loyalty, like friendship, is not purchased for money, it is built solely on human relationships.
Rule 12 Be honest with people. If the manager wants to achieve the loyalty of the staff, he must always be honest with his subordinates. Remember that trust and, as a result, loyalty is everyday work, but it is very easy to lose trust, for this it is enough to lie once. Therefore, if, for example, there is a delay in the payment of wages or bonuses, even for a few days, you should tell about it personally and with all frankness. Similarly, be direct when you refuse an employee's request. The manager should never invent anything or play with the staff - all adults. Frankness and a desire to help are much more valuable than resourcefulness.
Rulesabout 13. When interacting with employees, be inquisitive. For many managers, some areas of activity are difficult to understand, so they tend to interfere less in them. For example, this. I did this: I met with the chief accountant, went through the organizational structure of the department with him in detail, understood who was responsible for what, what was the end product of the department's activities. There must be some element of curiosity and perseverance in the actions of the leader. Such a desire to delve into the work attracts subordinates to you.
Rule 14 All employees must be equal regardless of gender or age. At first, it was difficult for me to communicate with the employees of the enterprise - men of age, who in the past were themselves major managers. This psychological barrier was overcome through polite and equal communication with all employees. Regardless of age and position, I address all employees as “you” and do not start informal relationships. I can afford to meet with an operational officer in an informal setting or take one of the leaders on a business trip, but I always maintain a respectful and business style communication.
Rule 15 Periodically work with employees at their workplaces. In my company, I practice a method widely used in the West - back to basics (English,- return to the roots). It consists in the fact that once every six months I work all day with employees in some position. In autumn, for example, I went to one of our agricultural enterprises in Karelia, where I was harvesting cabbage. All the working day I honestly worked on a par with everyone else. To be honest, I wasn't as good at it as the others, but over time I got used to it. At first, this shocked those around me, but soon such actions on my part began to arouse deep sympathy among the employees. I noticed that over time people start to look at you in a completely different way. For the rest of the company's managers, this is not a mandatory procedure, everyone decides for himself. I only once gathered the bosses and openly told that I was engaged in such a practice, that it was absolutely voluntary and free of charge, and there were no bonuses or fines for it. Nevertheless, they liked the initiative, and almost all managers regularly travel somewhere to work all day on a par with their subordinates. For example, the General Director of our chain of stores every six months rises as an ordinary seller and conducts master classes in sales.
- Labor productivity: simple rules for increasing it
CEO speaking
Maria Lavitskaya, Director of Premium Business School, Krasnoyarsk
In our region there is a company specializing in the supply and installation of HVAC equipment. In order to gain a reputation as a reliable partner, the company tries to rent objects a little ahead of time For this, employees go to work on weekends. The manager personally explains to everyone the need for extracurricular work, says how important it is for the whole company to complete the project ahead of schedule. As an encouragement, he provides really important help for employees. For example, after the birth of a child, one employee received an interest-free loan from the company to buy everything he needed. For the delivery of work ahead of schedule, the brigade was given additional days off. Thanks to these actions, the manager was able to convince subordinates that any additional activity will be noted and rewarded. All problems with motivation have practically disappeared.
There is a pharmacy network in our city. Its leader regularly introduces new functions, which he distributes among existing employees without expanding the staff. Consequently, the amount of work performed by people is constantly growing. This leads to the fact that after a certain period of time, employees have to work overtime. The leader regularly talks with each of them, but does not try to build partnerships, as in the first case, but constantly pays attention to the quality of the performance of duties. The tactic is distraction. He shows the employee that he does not have time to complete his work in due time, expresses concern and offers to help plan working time. In turn, the attention of the manager and his desire to help compensate for the negative emotions of employees from expanding the scope of work.
It makes no sense to talk about which method is better, since practice has proven that both methods of exposure are effective. I think a successful leader should be able to use both approaches depending on the situation.
Additional rules of motivation
1. Any employee motivation is effective for the staff for no more than three months, after which its effect decreases. Therefore, regularly change leverage to maintain the right atmosphere in the team.
2. If employees work at a computer, give them the opportunity to rest for 10 minutes every hour. It is desirable that the rest be moderately active, for example, invite them to walk or do a little exercise.
3. In order for a person to reach the peak of his working form, he needs 30 minutes of continuous work. Any extraneous sounds "zero" the result, and you have to start all over again. Try to protect employees, for example, from excessive noise.
4. Do not demand from employees to constantly work at the maximum. All people are divided into owls and larks. Try to find out what type your employees are in order to delegate important tasks to them at the peak of their activity.
5. Working overtime can't always be rewarded with money. As a motivation, one can offer the opportunity to communicate with interesting people, others - a trip (a business trip abroad).
6. Express gratitude and recognition for the employee's work to his family. For example, in the form of an open letter. Demonstrating the importance of a person's work to his family will help smooth out dissatisfaction with overtime work.
7. Always remember the rule "He works well who rests well." So after a challenging project or heavy overtime, give employees a break. Let go on an unscheduled vacation or give a few days of extra rest.
8. When working overtime, the likelihood of errors due to fatigue increases. Therefore, treat them with understanding. A fine or criticism of an employee who has worked 12 hours in a row can turn the team against you.
Work? This question was born at the moment when the first bosses and subordinates appeared. For slaves and serfs, there was only one way - punishment. It depended not so much on the offense of the offender, but on the character (and sometimes mood) of the owner. AT modern society free people the question of how to make people work is still relevant. There are different categories of these very people who need to be forced to work, for example, workers of a large enterprise, employees of a department, household members, and so on. The approach to everyone should be different, but the essence is the same - motivation. This means that each person must know and understand why he will spend his strength and energy. Consider how to organize motivation in various work teams.
Develop a sense of ownership in employees
Let's mentally go back 100 years. At the beginning of the formation of Soviet power, there was absolutely no question of how to get people to work. Everyone lived with the idea that they are the masters of their country, respectively, and their enterprise. People without any bonuses and incentives overfulfilled the plan, made dozens of rational proposals, worked without holidays and days off. Later, this approach was stigmatized and ridiculed, but not by everyone. For example, the wise Japanese benefited from it. No, they did not transfer private enterprises to the ownership of workers, but they implanted in their minds the idea that this is THEIR enterprise, THEIR organization. Now every Japanese is proud of his company and strives to bring it the maximum possible benefit.
It is also very useful for our leaders to achieve the same attitude towards their concern, enterprise, department among all employees. How to do it? Involve them in the management of the production process. That is, each of them will remain an engineer, a turner, a cleaner, and so on, but each will realize that the prosperity of the whole business depends on his work. But a successful company means stability for the employees themselves, their high salaries, all kinds of bonuses and other privileges.
Create Quality Circles
This approach was widely introduced into production by the same Japanese. They have groups of people (circles) in any enterprise, all of whose members strive to increase the productivity of their department, their company or firm. At the same time, they strive to improve the quality of their products. These quality circles hold meetings once a week to discuss ways to improve performance, help those who are lagging behind, resolve issues with management about what is preventing them from improving efficiency, that is, they are most actively involved in management.
The leaders of such enterprises do not think about how to get people to work. A slightly modified idea of the owners of the Japanese operates very effectively. The motivation here is simple - the more successful MY company is, the better my life is. After all, it is no secret that at unprofitable enterprises, employees not only do not see bonuses, they are not even given their wages in full.
Encourage financially
Under the same Soviet regime, various bonuses were established at absolutely all enterprises. They were given not only for exceeding the plan, but also for the introduction of useful proposals, for winning competitions, and so on. This principle should not be abandoned either. Financial incentives are the right answer to the question of how to make a person work more efficiently. The simplest and most time-tested approach is to set norms. They may concern not only the number of quality parts released, but also the number of sales or the increase in any indicators. It is very important that employees are able to receive information about the results of their activities and compare them with the performance of the winners. For clarity, it is desirable to arrange in a conspicuous place a corner where the results of the best workers will be posted.
Raise your salary
The method of rewarding for exceeding the norms cannot be used at all enterprises. For example, what norms might be in a school or a hospital? How to force subordinates to work at such enterprises? In practice, the assignment of categories shows the effectiveness. To get a higher one, an employee must fulfill a number of conditions specified in the "Classification Requirements". But you, as a boss, can set additional criteria that should be brought to the attention of each employee. For example, a 20% salary increase for all employees of the department for the absence of complaints from patients and their relatives. For this indicator to be true, it is necessary to create a special site where people can write anonymously. It is useful if your employees also take part in the discussion of the question of why they should increase their salary. Then they will perceive it as an expression of their own will. The criterion given in our example will stimulate the employees of the department not only to work well themselves, but also to demand the same from their comrades.
Salary increases should not replace bonuses. They need to be left and given to people for any additional indicators.
Give prizes and gifts
Is it possible to get people to work without promising them money for it? Of course you can. For any enterprise, the method of presenting gifts to distinguished employees is suitable. You can come up with dozens of options - movie tickets, new electrical equipment (TV, iron), personalized watches, a paid table in a restaurant, and so on. In this case, it is not so much the gift that is important as the procedure for its delivery. She must be solemn. The leader is obliged to tell everyone present that everyone can achieve such success. It is also useful to announce that next month, based on the results of labor achievements, the best employees will be awarded.
Previously, people's enthusiasm was increased not only by gifts, but also by letters, a passing pennant, and other paraphernalia, which were also presented very solemnly. But in the capitalist system, such motivation does not always justify itself.
Penalties
This method of motivation is as old as our world. Punishments were applied for any political system and at all levels of production. Now many employers are forced to work in this way. Note that the method works only at enterprises that provide employees with conditions that are a pity to lose. If nothing holds an employee, if dozens of similar vacancies can be found in your locality, if salaries in your company are too low, you will achieve only employee turnover with punishments, and not an increase in labor efficiency.
Of course, there are many offenses for which it is impossible not to punish. For example, theft, deliberate damage to property, sabotage, dissemination of information among employees that disrupts the work rhythm, and others. Mistakes in the performance of the task also need to be punished, but first you need to figure out the cause of the misconduct. Perhaps your employee ruined the part due to the fact that he was not provided with a quality tool, and the graph was drawn incorrectly, because no one explained to him how to do it. Having understood the cause of the error, the manager must decide what the penalty will be. In some cases, it is enough just to talk calmly with a subordinate so that he himself begins to strive to work better.
There are also situations when collection must be carried out openly, in the presence of other employees.
Help build a career
How to make work faster and better? Take a look at your employees. Among them, there will definitely be those who crave self-realization, self-affirmation, and new achievements. Don't keep them in line. Give them a chance to express themselves. Encourage their desire for further education and development of related professions. Praise for showing initiative. If such a hard worker sees your interest, wings will “grow” behind him. He will "burn" at work, strive to do everything in the best possible way. You can safely give this person a higher position, entrust him with more responsible tasks. Without a doubt, it will bring tangible benefits to your company. Seeing that career growth is possible in your company, and other employees will be motivated to work better.
Set a personal example
Personal example is one of the most effective ways influence subordinates. It works flawlessly. It is especially effective if you have to force you to work on weekends. The right to rest is written into the Constitution. It is sacred and must not be violated. But in every production there are rush jobs and unforeseen circumstances when you need to deviate from the rules.
If you find yourself in this situation, you can promise employees double or triple pay for working on the weekend, you can give them a few days off, or you can just go to work that day and (figuratively speaking) stand at the machine. If your team is small, the final chord of work on the weekend can be a joint tea party. It will not only neutralize the dissatisfaction of some employees, but will also serve to unite the team, their understanding that you are all one team of like-minded people.
Competition
This is also news from the past. In the USSR, one of the most common techniques for increasing labor efficiency was. Can such a technique be made to work now? The answer depends on the size of your company. Of course, if the team consists of only a few people, each of whom has different responsibilities, it is ridiculous to arrange a competition between them. If your production has at least two workshops or two departments, it is very important to organize competitions between them. By what criteria to evaluate success, determine yourself or together with representatives of the workshops. Do not forget that the winner will definitely need to be encouraged in a solemn atmosphere. Competition is also appropriate in the same workshop if its employees produce the same product, whether it is selling a car at a car dealership, sewing slippers, or growing cucumbers.
What to do if forced to work on vacation?
An employee who does not want to work while on vacation can be advised to turn off the phone or go somewhere to rest. The further you are from your production, the harder it is to force you to interrupt your vacation.
What should a manager do if there is such a problem in production that only an employee who has gone to rest can deal with?
Of course, you can promise him If he is tempted, he will rush to work even from Turkey or Egypt.
However, it is much wiser of you not to have irreplaceable specialists in the enterprise. This means that it is necessary to conduct training in related specialties, organize refresher courses and transfer experience. Then you will not have to force your employees to interrupt their vacation, since each of them will have a replacement.
Should you force your loved ones to work?
Families can work:
- Both husband and wife.
- Only husband.
- Only the wife.
- Nobody.
AT modern Russia most families consider it normal for both husband and wife to work. This helps them to realize themselves, increase income, feel needed by society. However, now there is a growing percentage of families in which only the husband works, and the wife is assigned the role of the guardian of the hearth. That is, there is a tendency to return past traditions. You can even hear the opinion that decent people do not force their wives to work. To some extent, this is correct, because a woman who devotes the lion's share of her time to production cannot pay due attention to children and her husband. It is much better when she sits at home and keeps this same family hearth. However, not all ladies agree with this, many modern girls and women are eager to work, even without the need for money.
It turns out that it is not always necessary to force people to work.