Motivational Gap, Actions which can be implemented to help address a

Numerous actions can be undertaken to help address a gap that might exist in the motivation of a worker. The most relevant actions will depend on the individual needs of a worker, but examples can include the following: • Discuss how a suitable work-life balance can be encouraged and implemented. • Ensure that a supportive team environment is nurtured, balancing openness, inclusivity and respect, with empathy and confidentiality. • Provide appropriate praise, encouragement, rewards, bonus incentives, as well as progression and development opportunities. • Ensure a positive and welcoming e

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  Motivational Needs of a Worker

To maintain a well-motivated work force, it is important that a manager has an understanding of the needs of others, so they are able to support and motivate them in the workplace. A range of Motivational Theories can be investigated to help understand ‘needs. Examples of needs can include: • Ensuring adequate pay is received for the work carried out. • A safe working environment, with minimal risk of injury. • Having the training to use equipment efficiently and effectively. • Support and praise from colleagues and managers. • The provision of varied, challeng

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  Motivational Techniques

Maintaining a well-motivated work force is a management responsibility, however, requirements can vary between employees and for the same employee depending on their disposition on the day, so there is no one technique for all situations. A range of techniques can be considered and used where considered most appropriate, including: 1. Effective communication: to help build a rapport and ensure the relevant message is being received in a clear and non-confusing way, by an individual. 2. Empathy: to listen to and understand the concerns and issues of individuals will better help a manager to

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  Motivational Theories

How can you get the best out of yourself and maintain this over a period of time? Motivational theory continues to develop as more is learnt about the human psyche; however, the basis for the subject is based on some key workers in this field including Maslow and Herzberg who each devised a model for motivation, as well as Salancik whose work has additional relevance to modern workplaces. A range of other motivation theories exist, however, these ones can provide the necessary foundation on which to identify how best, to potentially, get the most out of a work situation and to sustain this over time.

  Multitasking

The switching from one task to another, often involving working on several tasks during one time period. If several tasks are being attempted at the same time over a very short time period, then the likelihood of errors and a drop in standards increases significantly. The use of multitasking within workplaces is often used as a process of ‘firefighting' due to a lack of available resources. In the short term this can be fairly successful, however, as time progresses the errors and problems will mount up and become more noticeable to a greater number of people. Before this occurs, manage

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  Negotiation

The process of trying to arrive at an agreement through often cordial and respectful discussions. For negotiations to be successful and offer longevity of agreement there will typically need to be compromise on all sides, and with all sides having gained the trust and respect of the other and with there being a genuine satisfaction with the outcome. However, where negotiations result in compromise but where one party has gained significantly more than the other and especially where arguable practices took place to achieve the outcome, then this will unlikely lead to a long-lasting outcome.

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  Nominal Group Technique

An idea generation and problem-solving technique which is used for solving organisational problems in groups, based on the value of the judgements made rather than through negotiation of decisions. The technique is in 4-stages.

  Onboarding

The process of familiarising a new employee with an organisation. This will typically include a planned induction programme and will provide an overview of the composition and culture of the organisation to help them to more readily become a productive member of the organisation.

  Opinion [2]

A view, or perspective, of something. An opinion might be subjective to objective, exclusive (of the opinions of others) or inclusive (which considers the opinions of others). Within the workplace the development and maintenance of harmonious working relationships will typically involve gaining the opinions of other peers and colleagues to arrive at a more objective and inclusive opinion, which is more likely to be well-received and acted on constructively if any significant changes to working practices are to be considered.

  Opposite / Reverse Thinking

An idea generation and problem-solving technique where you will be considering practices which are not the norm and you are challenging the current way of thinking or working practices, or you will be considering negative outcomes rather than positive ones. This approach can help create ideas which can then be further reverse thought about (basically going full circle), so the negative ideas will be turned into positive ideas and solutions.