motivation
According to Lockley (2012) offering training and development programs that effectively contributes to personal and professional growth of individuals is another effective employee motivation strategy. At the same time, Lockley (2012) warns that in order for motivational aspects of training and development initiatives to be increased, ideally they need to be devised and implemented by a third party with relevant competency and experience.
Alternative working patterns such as job-rotating, job-sharing, and flexible working have been branded as effective motivational tools by Llopis (2012). Moreover, Llopis (2012) argues that motivational aspects of alternative working patterns along with its other benefits are being appreciated by increasing numbers of organisations, however, at the same time; many organisations are left behind from benefiting from such opportunities.
An interesting viewpoint regarding the issue has been proposed by Wylie (2004), according to which members of management primarily should be able to maintain the level of their own motivation at high levels in order to engage in effective motivation of their subordinates. Accordingly, Wylie (2004) recommends managers to adopt a proactive approach in terms of engaging in self-motivation practices.
Furthermore, Wylie (2004) recommends concentrating on specific variations of intangible motivational tools such as celebrations of birthdays and other important dates with the participation of whole team
According to Thomas (2009) the main challenge of motivation in workplaces is identifying what motivates each individual employee taking into account his or her individual differences. In other words, individual differences have been specified by Thomas (2009) as the major obstruction for management in engaging in employee motivation in an effective manner.
Lockley (2012), on the other hand, addresses the same issue focusing on cross-cultural differences between employees in particular. Namely,
Alternative working patterns such as job-rotating, job-sharing, and flexible working have been branded as effective motivational tools by Llopis (2012). Moreover, Llopis (2012) argues that motivational aspects of alternative working patterns along with its other benefits are being appreciated by increasing numbers of organisations, however, at the same time; many organisations are left behind from benefiting from such opportunities.
An interesting viewpoint regarding the issue has been proposed by Wylie (2004), according to which members of management primarily should be able to maintain the level of their own motivation at high levels in order to engage in effective motivation of their subordinates. Accordingly, Wylie (2004) recommends managers to adopt a proactive approach in terms of engaging in self-motivation practices.
Furthermore, Wylie (2004) recommends concentrating on specific variations of intangible motivational tools such as celebrations of birthdays and other important dates with the participation of whole team
According to Thomas (2009) the main challenge of motivation in workplaces is identifying what motivates each individual employee taking into account his or her individual differences. In other words, individual differences have been specified by Thomas (2009) as the major obstruction for management in engaging in employee motivation in an effective manner.
Lockley (2012), on the other hand, addresses the same issue focusing on cross-cultural differences between employees in particular. Namely,
References: Bruce, A. Pepitone, J.S. (1999) “Motivating Employees” McGraw-Hill International Kreitner, R. & Cassidy, C. (2012) “Management” Cengage Learning Llopis, G. (2012) “The Top 9 Things That Ultimately Motivate Employees to Achieve” Forbes, April 6, 2012 Lockley, M. (2012) “The Secret to Motivating a Team” The Guardian, January 6, 2012 Maslow, A.H. (1943) “The Theory of Human Motivation” Psychological Review, 50(4)6 Shields, J. (2007) “Managing Employee Performance and Reward: Concepts, Practices, Strategies” Oxford University Press Thomas, K.T. (2009) “Intrinsic Motivation at Work: What Really Drives Employee Engagement” 2nd edition, Berrett-Koehler Store Wylie, K. (2004) “Managers Get the Staff They Deserve” GRIN Verlag