Employee Motivation Strategies and Motivational Planning

Introduction

Employers will generally want to maximize the productivity of their employees, and different employers may use different strategies to support and improve that productivity. A number of theorists — including Mayo, Maslow, and Herzberg — have demonstrated that one of the most effective ways of improving employee performance is through the use of motivational strategies (Tohidi, 2011). The aim of this paper is to examine the development of a motivational plan, identify two potential motivational strategies, and consider the ways in which a minimum wage worker may be motivated.

Motivational Plan

A good motivational plan may allow an employer to motivate employees by supporting high levels of job satisfaction, which in turn encourages positive behavioral traits — including low turnover, high productivity, and high-quality work. For employees to feel job satisfaction, several conditions must be met: they need to feel that they are performing their job well and that they are appreciated by their employer. These aspects concern the psychological dimensions of the workplace and can be directly influenced by the employment relationship (Danish & Usman, 2010). The motivation strategy may therefore begin with the development of a positive employment relationship.

The first aspect of the strategy is the development of an open, bilateral communication policy between employers and employees. This involves employers not only informing employees of what is happening, but also genuinely listening to their ideas and concerns. Tools such as quality circles, employee consultation committees, suggestion schemes, and open-door policies all support an employment relationship in which the employer demonstrates that employees are valued — provided that their input is listened to and some of it is acted upon (Cook, 2008). When employers engage meaningfully with employees, motivation increases, which in turn increases productivity, as has been observed in organizations such as Sears (Cook, 2008).

For employees to feel they are doing their job well, two elements merit consideration. The first is how the employer equips employees to perform their roles. This includes ensuring they have all required resources — such as the right tools, sufficient time, and the necessary skills (Torrington, Taylor, Hall, & Atkinson, 2011). Employers should therefore provide sufficient training, making a structured training program a core component of any motivational plan. Employees also need recognition, which may be provided through genuine praise, including management by walking around, and may be further supported by a formal appraisal system. This approach aligns with Maslow's hierarchy of needs, helping to address higher-order needs such as recognition and respect (Torrington et al., 2011).

Employees may also be motivated by other measures. Increased social interaction between colleagues can foster greater social cohesion, which is known to help reduce attrition and absenteeism (Cook, 2008). Events such as family days and employee social evenings can increase loyalty, as employees perceive that the employer is invested in their well-being.

Additional tools may include remuneration-related strategies such as bonuses, performance-related pay, share-save schemes, workplace contests, and rewards for specific achievements. Employers may choose different approaches and tailor them to employees' roles; for example, a salesperson may receive a bonus for reaching a sales target, the best performer on a call-center shift may be awarded a bottle of champagne or a box of chocolates, and senior executives are often given share options.

Two Motivation Strategies

As noted above, some strategies may be best suited to specific departments or employees. In any organization-wide approach, however, there is a need to consider strategies that can be applied broadly.

The first recommended strategy is the implementation of performance-related pay — for example, a bonus tied directly to the firm's performance against a profit target. Adams assumed that employees are economically motivated, working primarily for pay (Torrington et al., 2011). While this view has since been refined, and not all employees place money as their primary motivator, pay remains a necessary element of the employment relationship, as reflected in both Maslow's hierarchy of needs and Herzberg's two-factor theory (Torrington et al., 2011). For those not primarily motivated by money, the recognition and sense of achievement associated with performance-related pay can still serve as a motivator. This strategy can be adjusted for different departments as needed.

The second recommended strategy is the implementation of a performance appraisal system. This would improve the employer's ability to manage performance and could be used to engage with employees, provide feedback on positive aspects of job performance, and support improvement — contributing to the job satisfaction that comes from personal pride and recognition (Mone & London, 2010). Appraisals may also be used to review career planning and enable the employer to support career development. This aligns with Mayo's view that employees perform at a higher level when they believe the employer genuinely cares about them (Mone & London, 2010). The appraisal process can be linked to pay assessments, though this is not always necessary.