Motivation is free, so why try to buy it.
by Robert F. Gately, PE, MBA
Managers are seldom equipped psychologically to talk to their people on a
personal level. One reason is that many people are managers because of
their technical ability not because of their managerial or people skills.
We should reward technical experts with higher salaries but not with
promotions to management. We would be far better off if we promoted to
management the people who have good managerial and people skills and poor
technical skills -- which will solve two problems:
1 - Improve overall technical competence
2 - Improve managerial effectiveness
As long as executives do not know how to identify future effective
managers, management will be stuck with The Peter Principle:
"In a hierarchy, every employee tends to
rise to his level of incompetence."
When managers are asked to list the Top Ten Motivators for their employees
the list looks like:
1 - Salary
2 - Bonuses
3 - Vacation
4 - Retirement
5 - Other Benefits & Perks
-------------------- the money line --------------------------------------
6 - Interesting work
7 - Involved in decisions
8 - Feedback
9 - Training
10 - Respect
Note:
Managers rank money items as their employees' Top Five Motivators. When
employees are asked to rank their own Top Ten Motivators the list looks
like:
1 - Interesting work
2 - Involved in decisions
3 - Feedback
4 - Training
5 - Respect
-------------------- the money line --------------------------------------
6 - Salary
7 - Bonuses
8 - Vacation
9 - Retirement
10 - Other Benefits & Perks
Employees rank items that are equivalent to money as their bottom five
motivators.
The managers' top five motivators are the employees' bottom five
motivators. The managers' top five motivators are more related to the need
of the managers to avoid personal contact with employees than the desires
or motivational needs of their employees.
Managers pick the top five motivators because these are the things that
managers can "give" their employees without ever having to ask what the
employees want or need, i.e., no involvement on a personal level is needed
and all decisions can be made behind closed doors--all the while avoiding
personal contact even to the detriment of the organization.
Note:
Managers give the same sequence as employees when asked to rank their own
motivators which is very interesting and revealing.
=== end of message ===
From India, New Delhi
8by Robert F. Gately, PE, MBA
Managers are seldom equipped psychologically to talk to their people on a
personal level. One reason is that many people are managers because of
their technical ability not because of their managerial or people skills.
We should reward technical experts with higher salaries but not with
promotions to management. We would be far better off if we promoted to
management the people who have good managerial and people skills and poor
technical skills -- which will solve two problems:
1 - Improve overall technical competence
2 - Improve managerial effectiveness
As long as executives do not know how to identify future effective
managers, management will be stuck with The Peter Principle:
"In a hierarchy, every employee tends to
rise to his level of incompetence."
When managers are asked to list the Top Ten Motivators for their employees
the list looks like:
1 - Salary
2 - Bonuses
3 - Vacation
4 - Retirement
5 - Other Benefits & Perks
-------------------- the money line --------------------------------------
6 - Interesting work
7 - Involved in decisions
8 - Feedback
9 - Training
10 - Respect
Note:
Managers rank money items as their employees' Top Five Motivators. When
employees are asked to rank their own Top Ten Motivators the list looks
like:
1 - Interesting work
2 - Involved in decisions
3 - Feedback
4 - Training
5 - Respect
-------------------- the money line --------------------------------------
6 - Salary
7 - Bonuses
8 - Vacation
9 - Retirement
10 - Other Benefits & Perks
Employees rank items that are equivalent to money as their bottom five
motivators.
The managers' top five motivators are the employees' bottom five
motivators. The managers' top five motivators are more related to the need
of the managers to avoid personal contact with employees than the desires
or motivational needs of their employees.
Managers pick the top five motivators because these are the things that
managers can "give" their employees without ever having to ask what the
employees want or need, i.e., no involvement on a personal level is needed
and all decisions can be made behind closed doors--all the while avoiding
personal contact even to the detriment of the organization.
Note:
Managers give the same sequence as employees when asked to rank their own
motivators which is very interesting and revealing.
=== end of message ===
From India, New Delhi
excellent one roly
Individuals when they come to work they come with their set of feelings and emotions. They need to be respected and satisfied.
I think in our country the concept of greeting someone with a smile is sort of missing. Everyone wants to be on the offensive, trying to safeguard their interests.
A pure smile can definitely make a difference
keep posting.
From India, Mumbai
Individuals when they come to work they come with their set of feelings and emotions. They need to be respected and satisfied.
I think in our country the concept of greeting someone with a smile is sort of missing. Everyone wants to be on the offensive, trying to safeguard their interests.
A pure smile can definitely make a difference
keep posting.
From India, Mumbai
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Motivation is Free.pdf
Employee Motivation.ppt