Implications of managers to motivate employees to achieve organisational effectiveness?
All managers and supervisors have any means to motivate employees to achieve organisational effectiveness. An employee’s not properly motivated may show tendency to come late, show no concern with production, may have a high rate of absenteeism and presents to create inter-personal problems for self and other employees.
All this may affect the morale at the work force. Thus before such a situation arises managers and supervisors should give serious thought to the following:
1. Identify the goals of individuals working in the organisations and make attempts to design tasks and procedures, rules-and regulations that will help to render individual goals congruent to organisational goals.
These goals and needs could be identified by exit interviews, attitude surveys, -discussion with employees and by just being sensitive to the hopes and aspirations of employees. Consistency the purposes can be achieved by making jobs interesting through rotation and variety, providing freedom, discretion and responsibility.
2. Direct motivation of an individual is not possible. A reward promotion or any such signal increases output and efficiency but only for the time being. In motivating employees, attempts have to be made to create situations that would lead to long lasting motivation and satisfaction.
Good human relations, relative freedom on the job, two way communication, trust and sincerity can get more mileage than a monetary reward or short lived appreciation.
3. Motivation is a highly subjective phenomenon, what a manager may consider motivation may just have the contrary effect. Hence, an appreciation of employees’ needs, hopes and aspirations with an open mind is more necessary on the part of the manager.
Before a plan to motivate employees is launched, an attempt should be made to identify what would motivate employees as they see it. Thus proper motivation through the identification and fulfilment of the needs of employees is very much significant in the effective performance of work to achieve the purpose of the organisation.