EMPLOYEE MOTIVATION

Employee Motivation

Employee Motivation

Outline

Thesis: The thesis explains that a workplace has a variety of people with all different forms of personality traits.

Itroduction: This sectoin explains recognizing and respecting each individual's uniqueness and competencies is the role of each direct-line supervisor.

Importance of Employee Motivation: This section explains that there are many methods and variations of motivational techniques to get the employee to self-motivate.

Conclusion: The conclusion states that discovering the strengths of intrinsic motivation will make your business the standard by which others are measured.

Thesis Statement

1. A workplace has a variety of people with all different forms of personality traits.

2. Each individual employee has a reason for working, producing results and internal drive to get up and go to work.

3. Recognizing and respecting each individual's uniqueness and competencies is the role of each direct-line supervisor.

Introduction

Recognizing and respecting each individual's uniqueness and competencies is the role of each direct-line supervisor. Creating a challenging and rewarding workplace environment that motivates employees to focus on work priorities is a key point great business leaders need to reach for. The catalyst is capturing the power of employee motivation and discovering its strength to contribute to the success of an organization's workplace. (Facendini, 2003)

Importance of Employee Motivation

There are many methods and variations of motivational techniques to get the employee to self-motivate. Two of the most common techniques professionals cite as the biggest contributors to success or failure are: monetary and non-monetary. Monetary-laden incentives that require you to meet goals tied to an achievement level, creates deceit and defiance in the workplace. Hewitt Associates, a leading human resources firm, found that “83 percent of organizations believe their pay-for-performance programs are only somewhat successful or not successful at accomplishing their goals, which include: improving financial performance (79 percent), retaining top performers (69 percent) and increasing customer service (59 ...