MahrThe topic of motivating employees is extremely important to managers and supervisors. Despite the important of the topic, several myths persist -- especially among new managers and supervisors. Before looking at what management can do to support the motivation of employees, it's important first to clear up these common myths.
1. Myth #1 -- "I can motivate people"
Not really -- they have to motivate themselves. You can't motivate people anymore than you can empower them. Employees have to motivate and empower themselves. However, you can set up an environment where they best motivate and empower themselves. The key is knowing how to set up the environment for each of your employees.
2. Myth #2 -- "Money is a good motivator"
Not really. Certain things like money, a nice office and job security can help people from becoming less motivated, but they usually don't help people to become more motivated. A key goal is to understand the motivations of each of your employees.
3. Myth #3 -- "Fear is a damn good motivator"
Fear is a great motivator -- for a very short time. That's why a lot of yelling from the boss won't seem to "light a spark under employees" for a very long time.
4. Myth #4 -- "I know what motivates me, so I know what motivates my employees"
Not really. Different people are motivated by different things. I may be greatly motivated by earning time away from my job to spend more time my family. You might be motivated much more by recognition of a job well done. People are not motivated by the same things. Again, a key goal is to understand what motivates each of your employees.
5. Myth #5 -- "Increased job satisfaction means increased job performance"
Research shows this isn't necessarily true at all. Increased job satisfaction does not necessarily mean increased job performance. If the goals of the organization are not aligned with the goals of employees, then employees aren't effectively working toward the mission of the organization.
6. Myth #6 -- "I can't comprehend employee motivation -- it's a science"
Not true. There are some very basic steps you can take that will go a long way toward supporting your employees to motivate themselves toward increased performance in their jobs.
From India, Bangalore
MahrThe term "Employee Relationship Management" (acronym ERM), translate as "management of the relationship with the employees" refers to the use of technologies in the management of human resources. This concept is based on client relationship management, with the employee at its center. “Employee relationship management” is a term that refers to relationship development and management between employers and their employees. There are a lot of different issues that can affect employee satisfaction, which has a direct result on employee productivity and overall corporate culture. Employee relationship management can be driven by using employee surveys to directly engage your employees in the issues that are most important to them.
This involves implementing a dedicated information system for the management of human resources (generally referred to as HRIS), which makes it possible to cover all problems that are related with the relationship between a company and its employees, in particular:
- Training, i.e. the preparation of an overall training plan of the company which makes it possible to handle a catalog of compulsory or optional internships, requests by employees, and tracking of training actions;
- Communication – Pay, to prepare a statement of payments and mailing of salary bulletins. Open communication both amongst your employees and between the employees and the management team is imperative. When employees feel that they can’t be heard, they may become frustrated, leading to lowered employee morale. Lowered morale can result in lowered productivity and an uncomfortable, or even hostile, work environment. Employee surveys can give you a thorough understanding of how your employees feel about communication in your work environment.
- Conflict management – When problems arise, it is important to understand how to handle them. This is a fundamental aspect of employee relationship management. Sometimes those conflicts occur between employees and employers. EmployeeSurveys.com can provide you the necessary tools to help you negotiate and manage conflicts in your business.
- Recruiting, in particular follow-up on recruiting interviews and new recruits;
- Competence and career management, consisting in the implementation of a competence reference standard which permits improved management of jobs within the enterprise and in-house transfers. The goal is to value human assets by prioritizing the competences, knowledge, and know-how of the employees;
- Time management, i.e. the management and quantification of the activity of the employees of the company, in particular with a view to compliance with existing laws (reduction of working hours, payment of overtime, accounting of vacation, work breaks and absences);
- Employee growth – Employees that feel they are only required to put in their hours and go home will do just that. Employees that feel they can become a valuable asset based on their work, as well as their ability to provide important ideas, offer input, and perhaps pursue growth opportunities within the company, will create a positive atmosphere within the corporate culture.
- Internal communication, which permits sensitization and transverse information, which makes it possible to break the isolation of the different sectors of the enterprise.
Focusing on employee relationship management can have profound effects on how your business operates. Conducting employee surveys is a useful tool towards reaching a beneficial level of employee relationship management because they provide an opportunity for candid feedback and analysis that isn’t achievable in typical business communication
From India, Bangalore