This blog is about employee incentives
Every person is motivated. The challenge at work is to create an environment in which people are motivated about work priorities. Too often, organizations fail to pay attention to the employee relations, communication, recognition, and involvement issues that are most important to people. The first step in creating a motivating work environment is to stop taking actions that are guaranteed to demotivate people. Identify and take the actions that will motivate people. It’s a balancing act. Employers walk a fine line between meeting the needs of the organization and its customers and meeting the needs of its internal staff. Do both well and thrive.
An attention-getting Gallup Poll about disengaged employees was highlighted in a recent Wall Street Journal. Gallup found 19 percent of 1,000 people interviewed "actively disengaged" at work. These workers complain that they don't have the tools they need to do their jobs. They don't know what is expected of them. Their bosses don't listen to them.
Based on these interviews and survey data from its consulting practice, Gallup says actively disengaged workers cost employers $292 billion to $355 billion a year. Furthermore, Gallup concluded that disengaged workers miss more days of work and are less loyal to employers. With this in mind, let’s look at a couple of areas in which balance is critically needed for employee motivation in organizations today. Rules and Policies
Want to be a cop? That’s how some supervisors feel in organizations that operate on the assumption that people are untrustworthy. You’ve seen the company handbooks that list pages and pages of rules. Step out of line? Fifty-seven potential infractions, with resultant punishment, are listed on page 74. Need time off for your grandma’s funeral? You get three paid days off to travel 600 miles. Have a question? We have answers. In fact, we’ve got policies that answer almost every question.
Supervisory discretion? What’s that? We’ve got employees who, left to their own devices, will choose to do bad things. You can’t trust supervisors to treat employees fairly and consistently either. John in Accounting is a softy. People who work for him get away with anything, everything. If you work for Beth in Sales however, you can count on the rulebook guiding every decision.
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