Motivation Methods for Employees in the Workplace

Introduction: Why Motivation Matters

The success, performance, and development of an employee are all influenced by motivation. There are numerous methods and theories on the subject. McClelland, for instance, expressed in his theory that each employee has specific needs acquired over time based on life experiences. His theory summarized the needs of people into three categories: achievement, power, and affiliation. Because different employees are motivated in varying ways, a manager should not rely on a single motivational technique to serve the entire workforce. This paper addresses three motivational methods — rewards, morale boosting, and recognition — and how each would be applied in the workplace.

Using Rewards to Drive Performance

One motivational method that reaps numerous benefits and is commonly applied in most organizations is the use of rewards. Everyone is familiar with rewards as a motivator: as early as preschool and daycare, rewards such as sticker charts and snacks were given for good behavior. Even later in life, rewards continue to appeal to adults, and employees improve their performance and productivity when there is a promise of a reward (Atchison, 2003). Rewards may be either financial or non-financial, and it is the manager's role to decide which type to apply in their organization.

A manager can develop a reward system that reduces petty office politics and improves the working environment for all employees. Such a system requires a performance measurement mechanism so that employees with an impressive improvement index can be recognized and rewarded. Financial rewards can take the form of a bonus, a shopping voucher, or a restaurant gift card. To avoid unnecessary conflict and unhealthy competition in the workplace, rewards should be maintained at a reasonable level. An excessively luxurious incentive might introduce foul play and conflict (Cummings & Elsalmi, 1968). A reasonable reward will not push employees to compete aggressively, and the rewarded employee will feel motivated to sustain their performance in pursuit of future recognition.

Managers can also apply non-financial rewards such as weekend getaways for high-performing employees, spa treatments, additional allowances, extra time off, and flexible working hours. In addition to workplace reward systems, managers can ensure that employees learn about personal reward systems during training and development sessions. In this way, employees can learn to set targets for themselves and reward themselves upon achieving those targets. Personal rewards that employees might promise themselves include a trip to the cinema, going for a drink with a friend, or purchasing a new item of clothing they have long admired.

Boosting Employee Morale

Employees can also be motivated through morale, with the manager taking deliberate steps to lift their emotional state. Morale is generally understood as the overall emotional condition of an individual. When an employee's outlook and emotional state are positive, their morale will be high. It is difficult, however, for an employee's morale to improve when they work in an organization where they do not trust their colleagues or management. Building trust is therefore an essential element when applying motivation through morale (Atchison, 2003). Walking around the office more frequently or eating lunch with employees signals that the manager operates in the same environment and understands their day-to-day needs. A manager who rarely interacts with employees in their working environment is less likely to convince them that he or she understands their conditions and concerns.

It is also important for a manager to know when to share bad news with the team and when to withhold information that could unnecessarily damage morale. News that directly impacts employees should be communicated openly. However, information that concerns the broader organization but does not need to be shared can be kept from employees to avoid undermining their morale and worsening the situation. There are also employees whose brilliance surfaces only occasionally. When a manager identifies and acknowledges these moments of impressive performance, the employee's morale to perform at that level more consistently is boosted (Cummings & Elsalmi, 1968).

Appreciation from the manager also improves employee morale. It does not need to take the form of a material reward — even an email expressing appreciation for good work can boost performance. Research in the psychological literature, including a 2001 Psychological Bulletin study, has found that positive feedback outweighs negative feedback by approximately six to one in its effect on motivation (Atchison, 2003). When a manager treats employees with respect, those employees feel like an important part of the organization and are likely to behave accordingly. Rather than focusing solely on engagement metrics, managers might also consider whether employees are genuinely happy. Employees who sense this consideration from their manager are likely to show their appreciation through improved performance and productivity.

Conclusion

Recognition loses its value as a motivator when it is applied indiscriminately — that is, when all employees receive it for every task they complete. Managers must recognize employee efforts only when recognition is genuinely deserved. Such recognition should be specific, continuous, and individualized so that different employees are acknowledged in the manner that is most meaningful to each of them (Cummings & Elsalmi, 1968). Employees respond more strongly to personalized recognition than to general praise, because it signals that the manager took the time to notice and appreciate their specific contribution. Since employees differ in what motivates them, managers might recommend during recruitment that candidates indicate their hobbies and preferred motivational rewards. This information enables managers to tailor recognition appropriately when the time comes. Practical forms of recognition include rewards, promotions, salary increases, and the assignment of more challenging and stimulating tasks.

Managers need to motivate employees in the workplace for performance and productivity to improve. Motivation can be accomplished through a number of techniques, including the use of rewards, morale boosting, and recognition. Once employees feel that their efforts are recognized and appreciated, they are rejuvenated and encouraged to work harder and deliver stronger results.

Atchison, T. A. (2003). Exposing the myths of employee satisfaction. Healthcare Executive, 17(3), p. 20.

Cummings, L. L., & Elsalmi, A. M. (1968). Empirical research on the bases and correlates of managerial motivation. Psychological Bulletin, 70, pp. 127–144.