One More Time: How Do You Motivate Employees?

ONE MORE TIME: HOW DO YOU MOTIVATE EMPLOYEES?

It has been a constant debate or perhaps a discussion on how to properly motivate employees. Some would consider that a stringent policies and procedures will do its course to achieve the organizations objectives. Conversely, other would consider a placid approach.

The method of applying force to an employee to realize a desired outcome is archaic, or conceivably barbaric. The formulation of this technique was even included in history. Setting aside exaggeration, the adaptation of this technique into an organization often serves its purpose. However, the effect is short live. Force in a form of physical or psychological medium has negative influence to employee's outlook in work. Though the magnitude varies, the result is still undesirable. At present, there are still managers accustomed to these principles in directing their subordinates.

Nonetheless more organizations would like present themselves of having a decent working environment. Then came the school of contemporary managers. These are the types of leaders who advocates benevolence. They adhere to the concept of rewards. They believe that an employee will be more effective and efficient if you will give them a prize to eye for, especially financial in nature. More than to cliché of rewards, contemporary managers who provides positive approach, such gesture of gratefulness, receives a pleasant responses on their subordinates.

Considering the dynamics of human behaviour, these two poles of motivating employees to some extent is obsolete. The bar for employee motivation is more than two dimensions. We are now considering a more profound methodologies in capturing a greater portion of intrinsic factors involving motivation. With this, we are more disposed to instilling motivator to each employee.

Hence, job enrichment was proposed. Through job enrichment, employees are geared towards realization of self-growth, recognition and fulfilment. The efficacy of motivation will be extensive, though a constant monitoring of effectiveness should still be maintained. It is a never ending process of monitoring and developing procedures to sustain motivation but the frequency is lesser compared to others.

The subtleties of human behaviour always progress, what is applicable today may not be relative tomorrow. Therefore, it is imperative to develop new practices on how to cultivate or somewhat direct it to appropriate consequences. And that is how human behaviour and management co-exists.

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