PersonnelMotivation

7 Tips for Motivating Employees

Any CEO knows that employee motivation is a key to individual performance, group productivity, and maintaining a pleasant office culture. So how do you do it exactly? For a dose of inspiration on how to motivate those who work for you, we've compiled the best recent pointers on the subject from articles published in Inc.magazine and on Inc.com. 1. Set a Good Example. Remember that your attitude is contagious. Kevin Plank, founder of Under Armour, an apparel company located inBaltimore, says that communication is key to making members of your company's team feel including in major decisions. "I listened to everyone's opinions, and, without fail, they'd bring up things I hadn't thought of. More important, my team members knew that they were part of the process and that their voices mattered," he told Inc. "Employees are more motivated when they feel needed, appreciated, and valued." Plank also recommends hiring employees who have great leadership skills. At his company, he calls these natural leaders "engines," and peppers them strategically around the organization. Read more. 2. Focus on Employee Happiness Rather Than Employee Motivation. Zappos is often hailed as the most employee-friendly business out there. But, perks aside, what really keeps the workers there motivated? When Inc.'s Max Chafkin last interviewed Zappos CEO Tony Hsieh in Las Vegas, he discovered that what Hsieh really cares about is making Zappos's employees and customers feel really, really good. In fact, he's decided that his entire business revolves around happiness. Chafkin writes: "Zappos's approach to workplace bliss differs significantly from that of other employee-friendly businesses. For one thing, Zappos pays salaries that are often below market rates - the average hourly worker makes just over $23,000 a year. Though the company covers 100 percent of health care costs, employees are not offered perks found at many companies, such as on-site child care, tuition reimbursement, and a 401(k) match. Zappos does offer free food to its employees, but the pile of cold cuts in the small cafeteria loses its allure faster than you can say Googleplex. Instead of buying his employees' loyalty, Hsieh has managed to design a corporate culture that challenges our conception of that tired phrase." Read more. 3. Make Sure Employees Share in the Company's Success. Employee performance, productivity, and motivation can all be tied to how invested a worker feels in his or her company. That's what makes profit sharing such a powerful tool especially when the company is consistently successful. Sue Holloway, an expert in compensation at WorldatWork, a human resources organization focused on employee benefits, told Inc.com that the objective of a profit sharing plan "is to foster employee identification with the organization's success." By implementing such a program, the CEO is saying, "We're all in this together, and everybody's focused on profit," Holloway says. Read more.

4. Create a Culture of Autonomy and Agency. In his book Drive: The Surprising Truth About What Motivates Us, author Daniel H. Pink writes that the crash of Wall Street is a striking example of the peril of motivating employees strictly with gobs of cash. He advises that instead, companies should create conditions for employees to find the joy in work itself. That can mean giving workers the autonomy to choose what they do and with whom, which can help foster a desire for mastery of tasks and skill sets and simply doing more, better. Read more. 5. Encourage Worker to Voice Complaints. When Dell amassed an online "antifan club," excoriating the PC maker across the blogosphere, it not only acknowledged criticism, but also actually fixed things, according to Jeff Jarvis's book What Would Google Do. "Dell transformed itself from worst to first in the era of customer control," writes Jarvis. How about applying the same principle apply to employees? There are scores of reasons why employees don't contribute critique of management or their company's culture from fear of retaliation to hesitation to appear ungrateful. But remember, as Inc.'s Leigh Buchananwrites, "When the heat's not lowered, though, steam escapes." Read more. 6. Take on Fun Volunteer Assignments. In the heat of the recession, Door Number 3, an Austin-based advertising agency, saw business slow. Thus, creative employees were occasionally idle on the job. M.P. Mueller, the company's president, decided to ramp up the agency's pro bono efforts an established way to build work portfolios and maintain track records. It also had the side-effect of keeping employees sharp and motivated between projects. Mueller said these projects not only help charities, which also struggle during hard times, but also help employees create some of their most inspired work. "You get a lot more freedom with nonprofit clients," she says. Read more. 7. Get in Touch With Your Inner Start-up. Every morning in the Chicago offices of Total Attorneys, a legal software and service firm, small groups of the company's 180 employees gather in clusters around the office. Laughter, banter, and collaboration ensue. For about 15 minutes, the office might be said to resemble a college cafeteria but to CEO Ed Scanlan it's a perfect example of what he calls controlled chaos. That's a process inspired by a process for designing software called "agile development," which aims to foster flexibility, speed and teamwork in other words, make an established company work more like a start-up.

Safety factors.-in a company the safety factor for work are giving them injurycompensation ,medical claim etc

Recruitment

Recruitment refers to the process of attracting, screening, and selecting qualified people for a job. For some components of the recruitment process, mid- and large-size organizations often retain professional recruiters or outsource some of the process to recruitment agencies.

Hiring It means appointing the right individual i.e Finding the right people for the job.
So, who are the right people anyway? Well clearly they are the ones whose skill-sets, experience and potential are ideally matched to the role they will perform, but theres something more than that. The right people are the ones who believe in your company, its products and what it is trying to do in both the short and long term. They are the people who will approach their job with dedication and passion through good times and bad times; the people who have respect for the structures and established practices of the business but arent afraid to think for themselves and innovate where possible.

FIRING(own words) It means removal of employee or worker from office due to his uncapabality to do work or due to his oor her mistake.

Training is a process in order to change human a being's attitude, knowledge, skills and
behavior. The term training refers to the acquisition of knowledge, skills, and competencies as a result of the teaching of vocational or practical skills and knowledge that relate to specific useful competencies. It forms the core of apprenticeships and provides the backbone of content at institutes of technology (also known as technical colleges or polytechnics). In addition to the basic training required for a trade, occupation or profession, observers of the labor-market
[who?]

recognize as of

2008 the need to continue training beyond initial qualifications: to maintain, upgrade and update skills throughoutworking life. People within many professions and occupations may refer to this sort of training as professional development.

Labor relations can refer broadly to any dealings between management and workers about employment conditions. Most commonly, however, labor relations refers to dealings between management and a workforce that is already unionized, or has the potential to become unionized. Labor relations is thus crucial to industries like autos and airlines with heavily unionized workforces. In the U.S., labor relations were profoundly affected by the National Labor Relations Act, passed during the 1930s, which gave workers the right to form unions and bargain collectively. Labor relations have also been importantly affected by passage of the Taft-Hartley Act, which prohibited the "closed shop," as well as the introduction of right-to-work laws in more than 20 states. By the early 21st century, labor relations were less affected by labor unions, to which only 8% of private sector workers belonged in 2004, about half of the rate in 1983. The decline reflects the increase in labor relations consultants, who have helped managements avoid unionization.