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Introduction

In any organization, employee's motivation takes place to appreciate the work done by them. Motivation can be inform of job satisfaction, compensation and performance appraisal. The mostly common used method of motivation is praising and recognizing the employees whose performance is extraordinary.

Why companies do not often praise employees?

Companies and managers do not often praise their employees to show recognition as sometimes those recognitions can be done unfairly and unjustly. To reduce such occurrences, then the company reduces their occurrence. Praises encourages employees to repeat a certain behavior to please their managers or their immediate supervisors. Sometimes managers acknowledge that the behavior is acceptable but can be improved hence fail to praise their employees (Judge & Robbins, 2010).

Steps which managers should take in motivating employees.

A manager has first to understand how employees' performance comes as a result of motivation. Managers should also note that employees respond differently to different motivations. Every person has own passions, likes, desires and personal interests. The crucial thing is that, the managers should learn what motivates each and every employee. The key factors, which motivate employees include; appreciation, compensation, satisfaction, inspiration and recognition. Genuine appreciation by managers to employees is the best way of appreciating them. Genuine appreciation is best displayed when managers are specific on what they appreciate about their employees. This can be done by using words such as: "well done", "thank you", "good job", "good point" etc.

Compensation is another method of motivation. Most employees prefer to be compensated as a way to appreciate their contributions. There are various ways of compensation that can be practiced by managers. They include; salary raise, commissions, performance bonuses, profit sharing and other kinds of extra benefits like vacations and acquisition of company wealth through stake holding (Judge & Robbins, 2010).

With reference to Heskett, Sasser & Schlesinger (1997), to generate profit accompany must satisfy their employees so as to put extra efforts in accomplishing their goals. Satisfaction of employees can be accomplished through building work environment which focuses, attracts and keep artistic employees. For employees to have excellent performance, they must first feel appreciated through motivation. Show of recognition is also important in boosting employees' motivation. Employees will work hard for their name to appear in the hall of fame or to receive a trophy at any annual general banquet (Heskett, Sasser & Schlesinger, 1997).

Inspiration is another employee's motivation. Good leadership sometimes inspires employees to work hard also maintain the standards of their leaders. People also want to be in an organization which is moving forward and providing consequential service to the people (Heskett, Sasser & Schlesinger, 1997).

The downsides in giving employees too much verbal praise and how managers should alleviate them?

There are many downsides to giving employees too much praise include ego building, selective praise, productivity and empty praise. Ego building is an advantage and a disadvantage. Some employees when given too much praise will assume to be the favorites of the top management and undermine other employees. This can create hostility in the work environment or increase conflicts growth. Employees' ego can be alleviated by reducing the frequency of those praises. Selective praise occurs when praises are given to a selective group of people or individuals. This selective way can create a rift between the employees as some feel as if left out in the achievement of companies common goals. Some may assume that they are not performing well and can adversely affect the overall performance of the companies (Judge & Robbins, 2010).

In empty praises is where employer's uses verbal praises as a way of managing people. Employees usually get used to these praises and understand them to mean nothing according to the work they do and may eventually find employment elsewhere. Employees prefer praises according to the work done rather than empty praises. Another disadvantage of too much praise is productivity. When an employee gets too much praise on his or her productivity, thinks that no more effort can be added. This gives the employee self-esteem which affects the ability to work correctly or put utmost efforts (Judge & Robbins, 2010).

As a manager, how would you ensure that recognition given to employees is distributed fairly and justly?

Recognition distribution to employees may have some major setbacks, in the sense that if distributed unfairly can lead to demo-harmonization. The responsibility of the distribution lies to managers in ensuring distribution is fair and just. For recognition to be fair, recognizing activities should be carried out sincerity in that the managers do not manipulate the outcome. It is the responsibility of the manager to develop the system in regard to performance appraisal. Treatment of all subordinates' should be based on merits. Feedback from employees in regard to fairness should be taken seriously. Lastly, the manager should figure actual performer and not manipulating the results in any manner (Judge & Robbins, 2010).

References

Heskett, J., Sasser, E. & Schlesinger, L. (1997). The service profit chain: how leading companies link profit and growth to loyalty, satisfaction, and value. New York: Simon and Schuster.

Judge, T. & Robbins, S. (2010). Organizational behavior. New Jersey: Prentice hall.