NORTH SOUTH UNIVERSITY

Assignment
on
MGT 210

Topic: Suggestions For Motivating Employees

Submitted to
Course Instructor:
Sabira Dewan (SbD)

Submitted by
Md. Arafat Mohsin
ID: 103-0083-530
Section: 18
After studying motivation we have learned a lot of information about motivation.
While trying to motivate their employees in organizational settings, managers do
not have simple, all-encompassing set of guidelines, but the following suggestions
are considered to be still worthwhile. Let us examine each of these in the
following:

Recognizing Individual Differences: Recognize individual differences in terms

of needs, attitudes, personality, and other important individual factors. Almost
every contemporary motivation theory that employees aren’t identical. They have
different needs, attitudes, personality, and other individual variables.

Match People to Jobs: Match people to jobs by identifying what needs are
important to individuals and trying to provide jobs that allow them to fulfill those
needs. There’s a great deal of evidence showing the motivational benefits of
carefully matching people to jobs. For example, high achievers should have jobs
that allow them to participate in setting moderately challenging goals and that
involve autonomy and feedback. Also, keep in mind that not everybody is
motivated by jobs that are high in autonomy, variety, and responsibility.

Use Goals: Use goals because the literature on goal setting suggests that managers
should ensure that employees have hard, specific goals and feedback on how well
they’re doing in pursuit of those goals. The literature on goal-setting theory
suggests that managers should ensure that employees have hard, specific goals and
feedback on how well they’re doing in achieving those goals. Should the goals be
assigned by the manager or should employees participate in setting them? The
answer depends on perception of goal acceptance and the organization’s culture. If
the managers expect resistance to goals, participation should increase acceptance.
If participation is inconsistent with the culture, assigned goals must be used.

Ensure that goals are perceived as attainable: Ensure that goals are perceived as
attainable. Employees who see goals as unattainable will reduce their levels of
effort. Regardless of whether goals are actually attainable, employees who see
goals as unattainable will reduce their effort because they’ll thinking “why bother.”
Managers must be sure, therefore, that employees feel confident that increased
efforts can lead to achieving performance goals.

Individualize Rewards: Individualize rewards because employees have different

needs, what is a reward and reinforce to one may not work for another. Because
employees have different needs, what acts as a reinforce for one may not for
another. Managers should use their knowledge of employee differences to
individualize the rewards they control, such as pay, promotions, recognition,
desirable work assignments, autonomy, and participation. Give your employees
gifts for excellence. The gifts don't have to be extravagant. For example, give a
new tool or movie tickets to the technician who has the cleanest vehicle, or who
consistently turns in the neatest paperwork. Let them know their value. Take
employees out for breakfast, or visit them in the field and treat them to lunch. Go
above and beyond. Think up contests that can make work more interesting and fun.
Sponsor company get-away trips, cookouts, etc.

Link Reward to Performance: Link rewards to performance by making rewards

contingent on desired levels of performance. Managers need to make rewards
contingent on the performance. Rewarding factors other than performance will
only reinforce those other factors. Important rewards such as pay increases and
promotions should be given for the attainment of specific goals. Managers should
also look for ways to increase the visibility of rewards, making them potentially
more motivating.

Check the System for Equity: Check the system for equity means employees
should perceive that the rewards or outcomes are equal to the inputs given.
Employees should perceive that rewards or outcomes are equal to the inputs. On a
simple level, experience, ability, effort, and other obvious inputs should explain
differences in pay, responsibility, and other obvious outcomes. And remember that
one person’s equity is another person’s inequity, so an ideal reward system should
probably weigh inputs differently in arriving at the proper rewards for each job

Use Recognition: Recognize the power of recognition. In a stagnant economy

where cost-cutting is widespread, using recognition is a low –cost means to reward
employees. And it’s a reward that most employees consider employees consider
valuable.

Show Care and Concern for Your Employees: Employees perform better for
managers who care about them. Research done by the Gallup organization with
millions of employees and tens of thousands of managers consistently shows this
simple truth. The best organization create “carting” work environments. When
managers care about employees, performance results typically follow.

Don’t Ignore Money: Don’t ignore money means the allocation of performance-
based increases, piecework bonuses, and other pay incentives is important in
determining employee motivation. It’s easy to get so caught up in setting goals,
creating interesting jobs, and providing opportunities for participation that you
forget that money is a major reason why most people work. Thus, the allocation of
performance-based wage increase, piecework bonuses, and other pay incentives is
important in determining employee motivation. We’re not saying that managers
should focus on money as motivational tool. Rather, we’re simply stating the
obvious-that is, if money is removed as an incentive, people aren’t going to show
up for work. The same can’t be said for removing goals, enriched work, or
participation.