Dinesh Divekar
Business Mentor, Consultant And Trainer
Assistant Manager Human Resources
Coaching Managers To Improve Their Skills
Recruitment/talent Acquisition, Career Counselling

Cite.Co is a repository of information and resources created by industry seniors and experts sharing their real world insights. Join Network
Employee shows negative attitude towards employee engagement and development program

This is implemented to motivate employees at work place. What to do if employees are reluctant for this? Is this is enough to motivate employees or some other factors are there?

In my recent experience I have developed and implemented program like Employee Recognition Award, Birthday celebration, occasion celebration, IT training and other functional trainings.

Recent interaction with employees I found that they are working like this for decades. This thing hardly matter to them, only salary matter to them. They say” we don’t want anything only increase our salary”. Why company will pay if you are not following company policy and perform best in work place?

Now I am planning to find a new way to increase their performance and keep them motivated. I believe only counseling and disciplinary action will be effective.

I want know your ideas and input, kindly share with me.


Shaikh Abedeen

Human Resources Professional

From India, Bhubaneswar
Dear Abedeen,

Employees show negative attitude towards employee engagement or their development programmes because they are institutionalised in certain way of working. Now all of a sudden if you start bringing change then they will not respond to this change. This happens because they not in well motivated state.

This subject of motivation comes up for discussion again and again. This only goes on to show that how this subject is complex and important too. Earlier I have given exhaustive reply on employee motivation depends on what factors. You may click the following link:


In addition to this, motivation of employees also depends on "culture of interdependence and cooperation"

I recommend you doing "Employee Satisfaction Survey" (ESS). But again I doubt whether this method also will work. Click here to read my past comments on ESS.

So what is the solution now? The solution lies in creating sound Performance Management System (PMS) wherein every employee knows the performance targets in measurable terms. Those to do not meet the requirement of performance criteria, they need to be trained and developed. Those who are not amenable to the development efforts may be shipped out. This will send a signal to one and all that company respects the performance and nothing else.

Lastly, you need to check whether you are paying as per market standards of your area? Getting rid of poor performers is easy but then will your company be able to attract quality manpower? If yes, then can you afford them?


Dinesh V Divekar

From India, Bangalore
Thanks Dinesh for your reply. I have developed the appraisal template based on the factor rating method, individual development plan and self appraisal form. The fact is they show very casual approach and implementation is very touch. I face challenges from management and employees.
I am identifying employees who have performance and behavioral issues. I believe one chance to improve or else change them. I am trying to convince management for Hiring quality manpower.
Shaikh Abedeen
Human Resources Professional

From India, Bhubaneswar
Dear Abedeen,
Your one sentence "I face challenges from management and employees" sums up everything. It is the levity on the part of management that has allowed employees to become like this. This has become part of your organisation's culture. Now what you are facing is cultural resistance. Without buy-in from management it is just impossible to change anything.
In this connection your may check my reply to past post "How to improve the culture of the organisation" and "Learning Culture in an organisation"
All the best!
Dinesh V Divekar

From India, Bangalore
Hello Shaikh Abedeen,
What sector is your company in?
And what's the overall profile of your employees?
Going by your location [Bhubaneswar] & what little I observed there earlier, I think you can multiply X10 Dinesh's remarks "Without buy-in from management it is just impossible to change anything". The basic mindset of the employees [especially the unskilled & semi-skilled categories] in that part of the world is really constricted & narrow.
I would suggest FIRST focus on the Management, even before you think to attempt introducing any new changes w.r.t. the employees. And when focusing on the Management, try to convert whatever ideas you come-up with INTO MONEY--that's the only language they will understand, in all probability. If you end-up showing good savings to the company by introducing the changes, you are sure to have them on your side. In a single word 'QUANTIFY' the changes/suggestions.
All the Best.

From India, Hyderabad
Hello Tajsateesh,
Thanks for your response; I am working on short assignment in a hospital. Management has hired me to develop the hospital and employees based on my past record. Management has given me absolute authority to do but not a single employee of key position help me rather they are provoking them not to do so.
I am determined to change and will do it. They are not pay master salary is not up to the market level of general employees but key positions are receiving handsome salary.
I am trying to convince time to spend money on employees and term this as investment not as cost. But the finance personnel don’t want to convince.
I believe things will start changing in couple of month.
Shaikh Abedeen

From India, Bhubaneswar

Sounds to me as if you are attempting the impossible.

Engagement is a choice an employee makes based on how they are treated by management. Achieving engagement is done through leadership and leadership is not something that can be delegated to a person or a group to implement. Tasks can be delegated but leadership cannot be delegated. And leadership starts from the top. If the top does not change, there will be no engagement. The formula for what top management must do is simple.

Rather than spending its time trying to control employees with goals, targets, orders, bureaucracy, and the like thus disengaging them, management listens to whatever employees have to say. Management does this often enough to more than satisfy the employee's need to be heard.

Management then responds to what was said in a timely and respectful manner to the satisfaction of the employee or better thus satisfying the employee's need to be respected. Once employees realize this will always be done, they realize that they can influence everything in the workplace. This ability to influence everything begets a sense of ownership - that this is their workplace just as much as it is anyone's. In the same way, a sense of ownership begets commitment. This process will also satisfy the employee's needs to have competence, autonomy, and relatedness and with all needs satisfied, they will choose to become engaged.

If that sounds too simple, it is exactly what I did to create several fully engaged workforces whose performance rose to a level at least four times higher than I had thought humanly possible. Stephen Covey senior wrote in 1991 that the possible gain is 500% and my experience agrees with him.

Best regards, Ben Simonton

Leadership is a science and so is engagement

From United States, Tampa
This discussion thread is closed. If you want to continue this discussion or have a follow up question, please post it on the network.
Add the url of this thread if you want to cite this discussion.

About Us Advertise Contact Us
Privacy Policy Disclaimer Terms Of Service

All rights reserved @ 2020 Cite.Co™