IS ECONOMIC RETRIBUTION ENOUGH TO MOTIVATE EMPLOYEES?

As is defined by (Adair, 2006): “a person, man or woman, is motivated when he or she want to do something. The reason does not represent the same thing as the stimulus. While a person could be enthusiastic about a stimulus, her main reason for achieving something could be the fear of failure, the desire to distinguish herself from the others, the wish of acquiring knowledge, etc. The motivation of a person covers all the reasons for which he chooses to act in a certain manner”. This definition permits to point that managers who think that economic retribution is enough to motivate employees, keep short. As complex human beings, personal within companies have different reasons to perform in certain ways. That’s why creating different strategies and ambiences that maintain work force and enthusiastic activities among employees is important to sustain company’s development. Some alternatives besides economic retribution are for example:

• An appropriate work space and atmosphere based on mutual respect among all stages of the internal structure
• Listening suggestions from employees. That make them feel appreciated and as a contributive part for companies progress   
• “Rewards such as perks(time, holidays) or promotion” [1]
• “Recognitions such as symbols, peer recognition or self-realization and esteem”[2]

Creating goals could motivate also the different work groups in order to achieve them

Providing autonomy and giving responsibilities could encourage people to create new strategies and processes along the company.

Having an appropriate common culture in accordance to the company performance

 

The last ones are an important part in J&J company, HP and ABB Thusman (1996): J&J  has over 165 separate operating companies  that scramble relentlessly for new products and markets. ABB relies on over 5000 profit centers with average of 50 people in each, these centers operates like small businesses. HP has over 50 separate divisions and a policy of splitting division whenever a unit gets larger that thousand or so people. The logic in these organizations is to keep units small and autonomous so that employees feel a sense of ownership and are responsible for their own results.

---

[1] Innovation management course, Benoit Gaily,Louvain la neuve

[2] Innovation management course, Benoit Gaily,Louvain la neuve

Michael Thusman (1996), Ambidextrous Organization: Managing Evolutionary and revolutionary change; California Management Review, Vol 38 No.4

Image source: http://www.chisautube.com/blog/overcoming-a-lack-of-motivation/

http://www.strategic-services-aust.com/tips-to-improve-your-employee-daily-motivation-skills.html