If employees are located in close quarters with little or no personal space, tension may easily increase among them. Motivators

Perhaps most important to employee motivation is helping individuals believe that the work they are doing is important and that their tasks are meaningful (Herzberg & Hamlin, 1961). Employees should be placed in positions that use their talents and are not set up for failure. Set clear, achievable goals and standards for each position, and make sure employees know what those goals and standards are. Individuals should also receive regular, timely feedback on how they are doing and should feel they are being adequately challenged in their jobs.

Individuals at all levels of the organization should be recognized for achievements on the job. Employees will be more motivated to do their jobs well if they have ownership of their work. This requires giving employees enough freedom and power to carry out their tasks so that they feel ownership in the result. Loyalty and performance should be rewarded with advancement. When feasible, employees should be supported by allowing them to pursue further education, which will make them...

By creating an environment that promotes job satisfaction, employees may be more motivated, productive and fulfilled. This, in turn, may contribute to higher quality customer satisfaction.
References

Alshallah, S. (2004). Job satisfaction and motivation: how do we inspire employees? Radiol Manage, 26(2), 47-51.

Herzberg, F., & Hamlin, R.M. (1961). A motivation-hygiene concept of mental health. Ment Hyg, 45, 394-201.

Lindsay, C.A., Marks, E., & Gorlow, L. (1967). The Herzberg Theory: a critique and reformulation. J Appl Psychol, 51(4), 330-339.

Rantz, M.J., Scott, J., & Porter, R. (1996). Employee motivation: new perspectives of the age-old challenge of work motivation. Nurs Forum, 31(3), 29-36.

Ullrich, R.A. (1978). Herzberg revisited: factors in job dissatisfaction. J Nurs Adm, 8(10), 19-24.