Employee Motivation: Four Components of the Involvement Factor

 

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Employee Motivation

 

If you want your employee to be loyal to you, to put his 100%, you need to make sure he cares as much about work, company goals and results as you do. Not every employee will sacrifice or give as much to the company as you do, but if you get him to give even 80% of what you will give, you will see tremendous results. But getting an employee gives so much importance and value to work, you need a highly motivated employee and a good manager.

Asking just how the involvement factor works in management is an invitation to a quick tour of the four “big discoveries” in employee motivation. Four components make your employees feel valued and involved. Each of these components can provide workers with an extra incentive beyond the paycheck—with healthy results for your business.

 

1) The ‘Needs’ Component

What do your employees need from their jobs? The three needs workers most commonly expressed the need for achievement, need for affiliation and need for power. Workers with a high need for achievement want individual responsibility, frequent feedback gogoanime, and challenging goals. Workers with a high need for affiliation want to fulfill interpersonal relationships at work and opportunities to communicate often with coworkers and clients.

Workers with a high need for power want to exercise influence over others and gain attention recognition for their status. You probably don’t need to administer paper-and-pencil tests to determine which employees have particular needs. Managers who know their employees usually have quite an accurate idea of what each employee needs.

The key, then to motivation through needs is obvious: give employees what they need. For example, you can manage a worker with a high need for affiliation by giving him or her liaison, coordinator, or other interpersonal responsibility. The committee or meeting assignment that may sound burdensome and repellent to you will probably sound attractive and motivating to the employee with affiliation needs.

Manage the worker with a high for power by assigning supervisory responsibility—and expecting results. Manage the worker with a high need for achievement by using the manage –by-objectives approach. Set clear, challenging goals with associated feedback points and rewards for performance.

When managers understand what needs an individual employee has and uses those needs to identify salient rewards, then involvement and motivation will naturally follow.

 

2) The ‘Expectancy’ Component

A second aspect of the involvement factor stems from what employees expect. A motivated employee will answer “yes” to three questions: 1) Are you able to perform or accomplish the task? 2) Does your performance bring you a predictable result? And 3) Do you value that result?

If your employee says no to the first and second questions, you have a problem but if he says no to the third question, you have a troubled employee and a big problem. You can easily provide tools and comforts that an employee expects to perform a particular task. But if the employee does not value the results, you need a lot of motivation to make him value his job, his work and the results that come.

Some employees are motivated easily and positive as well as negative results can make or break his day. These employees react to positive motivational tools such as rewards, praises, appraisals, and incentives. They also react to negative motivation such as job threats and demotion. But some employees are neither bothered by job threats nor do they become happy when they receive incentives or appreciation.

You need to be extra careful when handling this kind of employee and find his Achilles’ heels. If you find that these kinds of employees are beyond the power of motivation and are spoiling the work environment, you can think about replacing them.

 

3) The ‘Equity’ Component

A third component of the involvement factor has to do with perceived fairness. Inevitably, workers compare what they do and receive what others do and receive in the company. If they feel an inequity as a result of that comparison, that response can become a powerful factor in determining motivational levels. A few other traditional motivators, including salary, reputation, or challenging work, can overcome the deep burn felt by a worker who feels cheated.

When the sides of the equation balanced, we’re satisfied and proceed with work in a motivated way. But when the balance tilts heavily against us, we often show our frustration and sense of injustice

Managers can prevent equity warfare in the e-business by disturbing work responsibilities and related rewards as fairly as possible. Clear differences among employees can be established by distinguishing job titles, job descriptions, chains of reporting numbers of employees supervised, and types of rewards distributed. In this way, workers have fewer direct points of comparison when evaluating the fairness of their situations.

 

4) The ‘Attitude’ Component

The final component in the involvement factor focuses broadly on worker attitudes about motivation. Employees tend to be most satisfied by achievement, recognition of the work itself, responsibility, advancement, and growth.

By contrast, employees tend to complain most often about company policy and administration, supervision, relationship with supervisor, work conditions, relationships with peers and relationships with subordinates.

These complaints can be termed as ‘dissatisfies’. To avoid employee dissatisfaction (and the accompanying lack of motivation), a manager must take care of the dissatisfies (e.g., fair supervision adequate work conditions). But to go to the next step and truly motivate an employee, a manager must develop a reward system that focuses on the satisfiers.

Keep in mind that what is necessary (preventing dissatisfaction) is not sufficient to motivate. A manager’s top priority should be to promote satisfies rather than to remove dissatisfies. Taking away problems in the form of dissatisfies does not produce a motivated employee variancetv. Only the presence of satisfiers can do that. If you are aware of all the four components that can make your employees feel involved, you can easily produce a motivated employee.

 

 

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