Due to changes in life-styles, an individual is more interested in what he sees as personally rewarding activities, than with work.
The structure of the organisation usually does not provide this reward experience, so employees look elsewhere. .
Yet the supervisor can still approach motivation positively. One does not have to be in a position to provide monetary compensation to reward. It should be realised that social rewards such as praise, friendly nods or smiles, go a long way in getting people to do what is wanted, in addition to providing self satisfaction on behalf of the employee.
One must evaluate behaviour, (forget about attitudes you may never understand). Do not evaluate your people based on their attitudes. Evaluate their performance against the requirements of the job. This way the employee understands the applicability of the appraisal and the manager is able to justify the evaluation.
Use management position to link workers to the organisation. Foster team sprit by emphasising the contribution of subordinates to the organisation, and by providing information about how the organisation is doing. After all the supervisor's position is usually in the middle, he might as well use his position to link the two.
Learn to work with subordinates and the work environment to create a more performance-centred climate. If the supervisor sees position as one of coach, in that he clears the way to success for his subordinates, he fosters a personal allegiance. This relationship is stronger that any monetary incentives the company has to offer.
It is possible therefore to provide four easy steps to motivate subordinates positively.
First decide what behaviours are desirable in your organisation. What do you really wish to motivate, and therefore what are you willing to reward?.
Second, make sure your subordinates know what is expected of them and how they"ll get rewarded.
Third, provide feedback to your subordinates as to how they are doing.
