What are the different means of motivating your team members for a better performance? - CiteHR
Samvedan
Consultancy_hr & Ir
Senthil Raj
Officer In University
Veena Nair
Home Maker
TejasThirtha
Human Resource

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What are the different means of motivating your team members for a better performance
- article on SAP co -

Maslow

Physiological

Safety

Affiliation

Esteem

Self-Actualisation

Drucker

Money!

Likert

Exploitive-authoritative

Benevolent-authoritative

Consultative

Participative-group

Taylor

Scientific Management

Argyris

Bureaucratic/Pyramidal

Humanistic/Democratic

Herzberg

Hygiene Factors

Conditions

Pay

Status

Security

Company policies

Motivation factors

Achievement

Recognition

Growth/Advancement

Interest in the job

McClelland

Need to Achieve

Risk v outcome v success

Necessity of feedback

McGregor

Theory X

Theory Y

Mayo

'Hawthorne Effect'

Importance of Teamwork

Social Collaboration

==============================================

Motivating your staff





SAP is the largest producer of business software in the world.

Motivating its staff is a big job as it has some 29,000 of them in 50 different countries, and yet it claims to be among the best at doing this.

Indeed SAP has won awards for its innovative ways of keeping its staff happy.

It starts with the most obvious incentive of all - money.

After all, ask most people why they work and they'll answer in order to get paid and make a living and at SAP the staff are very well rewarded indeed.

"Our average basic salary here is around £45,000," says Adrian Farley, human resources director at SAP.

"It's a very good package and our staff enjoy exceptional benefits, as well as a bonus scheme, but we're competing for the very best people out there and often they will dictate their own terms."

Flexibility

Unlike a manufacturer which may see its machinery or equipment as its most valuable asset, SAP's success as a business depends fully on the brainpower of its employees and their ability to serve its clients - hence its efforts to keep them happy.

SAP has tried to create a flexible working environment and an incentive-based pay structure is designed to improve overall operational performance and productivity.

To motivate and encourage, every employee's package includes fixed, flexible and incentive-based portions.

The flexible portion of each salary can be used to buy and sell annual leave, for dental or medical services, for pensions, life assurance and concierge services.

Pleasant offices

Furthermore, workers are provided with free lunch in the top-class restaurant, and the building is designed to encourage team-work and creativity.

Staff and their families are given private dental and health care, and access to other services like dry-cleaning.

"The coffee lounges and workspaces are nice and bright throughout the building and this is good for teamwork," says Rachel Cortes, a customer relations manager.

"It cheers you up, and we've also got flexible benefits so I can buy holiday time or choose to contribute more to my pension, and a lot of the benefits are extended to family too."

But what if you're not a giant software conglomerate, and still want your staff to enjoy working for you?

Taking pride

Take Savoir Beds in west London for instance,

It's a much smaller, more traditional manufacturing business, but still has its own unique ways of motivating its workers.

Savoir has been making beds since 1905; each one costs £6,000 and it produces only six a week, so speed isn't the priority, quality is.

Workers here don't get bonuses for making more beds quicker, and the firm could not afford to match the salaries that SAP pays for example.

"Bonuses don't work here; instead we want the staff to take pride in what they do by working on the product from start to finish," says Alastair Hughes, managing director of Savoir.

Work of art

"Rather than have a production line with workers just operating on one part of the bed we actually encourage them to do the whole thing, and then when it's finished we ask them to sign the bed. Customers come in and meet the staff."

Customers write thank you letters to the person who made their bed, and everyone in the business has a sense of pride in what they do.

Two very different companies, but what they both make is an effort to motivate their workforce.

The success of both businesses genuinely depends on it.

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Student Guide

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Whatever the business, the customers matter - or else!

Businesses large and small must look after their employees if they are going to meet the needs of customers.

Different businesses go about this in different ways.

SAP is the largest producer of business software in the world.

It has a large human resource department which works on schemes to keep motivation high.

Savoir Beds is a small firm which produces handcrafted, high quality, personalised beds.

It's found that money isn't the chief motivator.

The product needs care and attention so it doesn't want staff to rush things.

Just think...

Why is it important to motivate the staff?

Why can it be easier for a big company to motivate staff than a small one?

How does a business you know set about motivating its staff?

The personal approach

SAP and Savoir Beds both believe in the personal approach. Staff are human beings whose needs differ - so the approach needs to be flexible.

SAP has a flexible remuneration package, a mix of fixed, flexible and incentive based parts.

The flexible part allows people to choose from these benefits:

choice to take pay instead of holiday and visa versa

dental care

medical care

pensions

life assurance.

It allows people to start early, finish late, work part-time for a period, have a sabbatical or take periods of unpaid leave.

The organisation is "flat" so there are few layers of management.

Benefits packages are common to all. The best benefits are not reserved for the top level staff.

The difference comes from salaries and bonuses - which are earned through incentive schemes.

The business has a strong bonus/reward culture so people expect those who do well to be paid well.

There are no "fat cat" secrets. Everyone is on the same terms. They each have a contract - and no more.

If senior management fail they won't get a big pay-off when they are pushed out!

The staff have asked to see how the system works and SAP is working on making everything as transparent as possible.

Just think...

How does the choice of benefits give opportunities to different sorts of people, young and old, married and single, parents and non-parents?

How does the mix of incentives to earn greater financial reward and the non-financial rewards stimulate staff to achieve?

Making beds

Savoir Beds is concerned about quality not speed. Each bed is made by one person - who, like an artist, signs the product.

Customers visit the factory to discuss their beds.

Afterwards, they often write thank you letters to the person who made their bed.

Everyone in the business has a sense of pride in all they do.

Staff are encouraged to contribute their ideas. They even come back from holidays with bed catalogues!

Just like SAP, Savoir Beds has a flexible approach to work. Flexible working for people with families is the norm.

The needs of the multicultural workforce are also well catered for. All religious requirements are respected.

Just think...

What benefits are there for staff and the business when one person makes a product from start to finish?

In what sort of business does this system work well?

In what sort of business is it not possible?

Why do staff find a thank you letter rewarding?

What evidence is there that staff have "ownership" of the product and their role in the business?

Work out how both businesses fit into Maslow's triangle

Thanks a ton s2hrd. However i am looking at my department as such and not the entire organisation. if found successful i would like to pass it on to the HR department.Well i personally believ that a personal t ouch can go along way and am observing the results. b ut i would still like to work on it.
Hi,
Good to start with a sharp focus!
Know your people. Build a team. Make the work meaningful.
Build strong relationships. Share information, knowledge and concerns.
Invite suggestions and participation. Treat all as equals at work-Hierarchy is for non work situations. Reward in public- Reprimand in private.
Perceived and real fairness and justice binds people together.
Build strengths, eliminate weaknesses.
Respect each for what he/she is and do NOT undermine anyone!
Be receptive, flexible and lead by seting an example.
Be truthful and honest to care. Cultivate and sanctify values that are necessary for success.
We can discuss this matter further after you and others contribute your thoughts.
In matters of motivation. Like in most other matters, avoid the temptation to use standard formulae. Evolve solutions tailormade to the situation on hand and therefore think on your feet.
Communicate at all times.
Now ytou turn, so start shooting!!!
Regards
samvedan
October 3, 2006

HI VEENA NAIR,

PLZ FOLLOW THIS STEPS:

Hi,

According to me they are 10 things that can Motivate Employer

1. What is the 'primary aim' of your company?

Your employees may be more motivated if they understand the primary aim of your business. Ask questions to establish how clear they are about your company's principles, priorities and mission.

2. What obstacles stop employees performing to best effect?

Questionnaires on employee motivation should include questions about what employees are tolerating in their work and home lives. The company can eliminate practices that zap motivation.

3. What really motivates your staff?

It is often assumed that all people are motivated by the same things. Actually we are motivated by a whole range of factors. Include questions to elicit what really motivates employees, including learning about their values. Are they motivated by financial rewards, status, praise and acknowledgment, competition, job security, public recognition, fear, perfectionism, results...

4. Do employees feel empowered?

Do your employees feel they have job descriptions that give them some autonomy and allow them to find their own solutions or are they given a list of tasks to perform and simply told what to do?

5. Are there any recent changes in the company that might have affected motivation?

If your company has made redundancies, imposed a recruitment freeze or lost a number of key people this will have an effect on motivation. Collect information from employees about their fears, thoughts and concerns relating to these events. Even if they are unfounded, treat them with respect and honesty.

6. What are the patterns of motivation in your company?

Who is most motivated and why? What lessons can you learn from patches of high and low motivation in your company?

7. Are employee goals and company goals aligned?

First, the company needs to establish how it wants individuals to spend their time based on what is most valuable. Secondly this needs to be compared with how individuals actually spend their time. You may find employees are highly motivated but about the "wrong" priorities.

8. How do employees feel about the company?

Do they feel safe, loyal, valued and taken care of? Or do they feel taken advantage of, dispensable and invisible? Ask them what would improve their loyalty and commitment.

9. How involved are employees in company development?

Do they feel listened to and heard? Are they consulted? And, if they are consulted, are their opinions taken seriously? Are there regular opportunities for them to give feedback?

Regards

Tejasthirtha

Dear Veena,

Giving you my own experience in my department which made me immensly happy.

1. Communicate the big picture.

If you want your employees to work hard and be committed to your business, you've got to keep them in the loop. Open communication helps foster loyalty and gives employees a sense of pride. It helps them understand how their work contributes to the company's success. Set up a recurring meeting (some companies call them "all hands" or "town hall" meetings) to inform your employees about new business developments and answer any questions.

2. Delegate work and responsibilities.

Now that you've hired some employees, share your workload with them. Delegate projects according to people's strengths and weaknesses, and let employees develop their own good work habits and leadership skills. Control freaks (Hint: That's most of you) will struggle with this initially. Before you take on a project, try get in the habit of asking yourself if one of your employees can handle it instead.

3. Help employees set goals.

Setting deadlines and goals helps keep employees focused, busy and motivates them to do their work. Talk to each of your employees about the company's goals, and work with them to set individual goals directly linked to your business's mission. Make sure each employee understands their professional growth path in the company.

4. Recognize problems.

It's impossible to know about personality conflicts, lagging productivity or other problems in the office if you've got your head in the sand. Stay tuned in to your employees so you can be proactive and resolve situations before they escalate. If you notice a change in an employee's work habits or attitude, try to get to the root of the problem before it starts affecting the rest of your staff.

5. Reward employees.

Everybody appreciates raises and bonuses, but monetary rewards aren't the only way to thank employees for a job well done. In fact the easiest way to recognize a worker's contribution - by simply saying "thank you" is often the most overlooked. Whether you do it with words, money, an employee-of-the-month program or other incentives, make sure your employees know you value their efforts and contributions.

6. Be a mentor.

As a business owner or manager, one of the greatest gifts you can give your employees is sharing your knowledge and experience. Showing your employees firsthand how you close a deal or forecast sales is far more effective than just talking them through it.

7. Give reviews.

Employees need feedback about their performance to improve their skills and grow professionally. Set up a formal review program and give performance appraisals once or twice a year. If you set goals and give performance reviews in the same meeting, make sure you spend equal time addressing past performance and future goals.

8. Have a heart.

Family emergencies, illnesses and other unplanned events always arise, so get used to it. Show employees some compassion by being flexible with work hours and time off so they can tend to important matters. Employees always appreciate a sympathetic boss, and as long as your business won't suffer, make every effort to accommodate workers who have special needs.

9. Take the time to be a manager.

During busy times when work's piling up, don't forget to be a manager. Employees depend on your strength and guidance - especially when they're stressed out or faced with new projects that require your time and input. Give employees your undivided attention when they want to talk. If you can't do that in your office, head out to a neighborhood cafe and chat over a cup of coffee.

Very simple way of motivating and inspire your staff are like , enquire them about their family, motivate them to go for higher studies, attend functions at their family, have coffee with them, give them good books to read, have monthly once meeting to discuss general things.

There are so many sub-mechanism are available in the 'motivation' , but more than that, your personal behaviour keeps the motivation drive energetic and success.

wishes

senthil raj

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