TGIM: Non-Monetary Motivation

5 Dec

Non-Monetary MotivationIt’s Monday, so that means we’re back with our TGIM series, or Thank Goodness It’s Monday.  Each Monday our posts will focus on employee engagement and we hope to hear your thoughts on Twitter using the #TGIM hashtag or with a reply to us @SageHRMS.  

The beginning of the week is naturally the most challenging time to engage and motivate employees. Fresh off their weekend freedom, most workers tend to be somewhat dejected on Monday morning. While you may not be able to curb disenchantment altogether, you can incorporate more long-term motivational strategies.

However, like with so many other human resource challenges, managers need to find ways to boost engagement and productivity without dipping into the company’s bottom line. But because so many employees are motivated by money, managers have to find a balance, with financial compensation and employee rewards on one end, and company culture and fiscal durability on the other.

For that matter, consider the ups and downs of financial benefits and motivational tactics. While a bonus may offer a boost to employee happiness, it will only mark a temporary shroud over their personal grievances and insecurities. Instead, employees need to feel like they are a part of something important, and that entails recognition of quality work and leniency in terms of scheduling and job responsibilities – not to mention a general capacity for empathy.

Everyone wants praise and it’s one of the easiest things to give. Furthermore, acknowledgement from the CEO goes a lot farther than you may think. While praise is certainly appreciated, there is something of a strategy to it. If you go around complimenting and applauding every little thing someone does, people will start to recognize the superficiality and emptiness of your praise. But if you reserve such accolades for rare or fleeting moments of exceptionalism, the compliment will go a lot further in instilling confidence.

Perhaps counter-intuitively, managers may themselves be an impediment to productivity. Although they don’t intend to evoke fear or intimidation, a manager’s presence may limit an employee’s brainstorming potential or social involvement. For that reason, it may be a good idea to remove hierarchical titles such as “project manager” or “supervisor.” When launching a project, place team members on an even plane, as this will encourage input and reduce fear of involvement.

When mistakes are made, it’s important to make them known without criticizing or publicly humiliating the culprit. Avoid criticism, play it lightly and discuss how the issue can be avoided in the future.

What are some other ways managers can motivate their employees without the use of monetary rewards?

Let us know what you think on Twitter by tweeting with the hashtag #TGIM, or reply to us @SageHRMS.

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