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  • Each individual in the organization is motivated from different things. Therefore your approach should be individual, too.
  • There should always be a feedback to your employees. Even when it is negative, present it in a constructive way
  • Show your employees that you trust them delegating them more rights and responsibilities.
  • Support perfect inside communicational canals and keep your employees informed about the crucial changes and perspectives in the company.
  • Clear out the roles, expectations, responsibilities, requirements and evaluation criteria in the very beginning so that there aren’t any misunderstandings and lack of motivation in future.
  • Remember that motivating personnel through bonuses is not supposed to increase the number of working hours, but to support the aspiration for improvement in work, build up professional self-confidence, better organizational climate and engagement to the company.
  • What each employee desires is a just attitude (remuneration, bonuses, certainty at the work place), achievements (to be proud of his achievements and be praised in order to develop) and good social attitudes in the organization.
  • Offer your employees to take part in the company’s profits so that they feel more engaged to the organization.
  • Non-material bonuses can be very motivating as well as not costing a thing. For example you can allow a parent to go to a theater play in which his/her child participates.
  • Do not take your employees for granted and help them establish balance between work and personal life.
  • Show your employees that their work is of great importance for the company and that it fits into its mission. They need to see the result of their efforts, too.
  • Afford opportunities for career development and studying.
  • Help your employees get to know each other through organizing social events, team building, Christmas party etc.
  • Catch problems before they grow bigger and keep an eye on problematic employees.
  • Support project working in the name of mobility, flexibility of employees and team spirit.
  • As a manager you influence all your employees – if you work with enthusiasm, they will work enthusiastically, too.
  • When you are speaking favorably about some of your employees, be honest, do it on time and in public in order to demonstrate what type of behavior is tolerated in you organization. On the other hand reprehending should be in a face to face conversation.
  • Motivating manager should know how to entertain his employees – organize events, take your team to lunch.
  • Do not be self-confident and openly accept feedback from your employees.
  • Avoid showing special attitude towards one of your employees because this could discourage the rest of your personnel.
  • Hire the right people – only those ones who would be able to become a part of the organizational culture, who want to work for you and give the best of themselves.
  • If you want to increase the team motivation allow your employees to decide together what are their mutual purposes, to divide their roles and responsibilities and each one to be aware of his/her benefit from this team work.
  • As a manager it is necessary to be aware of the internal and external factors that can influence your team’s motivation, to take preventive actions and limit any negative effect. Financial difficulties, health and personal problems may be a reason for the distraction and discouragement of your employees. Bad reputation of the firm, financial instability, uncertainty of mergence and take-over, overworking, unjust attitude, personal conflicts are some of the internal factors that can lay a negative impact on your employees. Understand them and help them handle these challenges.
  • When you are hiring a person see whether he is not unqualified or too qualified for the position. In case he is not qualified enough he will probably handle more difficultly and slowly his responsibilities, he will feel tense and overloaded. On the other hand, if he is too qualified, he will feel underestimated as if he is wasting his time, he would wander why he is not relied on and given greater responsibilities.
  • Be aware of signs of discouragement – absentism, carelessness to details, boredom, lack of enthusiasm, conflicts with colleagues or their avoidance, nervousness, negative body language, and if you notice them initiate a conversation with the particular employee. In this conversation it is important to listen actively, not to judge, to offer your help and be ready for further steps. Sincere interest may change your employee’s attitude to a better one.
  • Remember that one unmotivated person may cause the domino effect and may damage the motivation of the people he is working with. The presence of one colleague who is not motivated may cause a new comer’s hesitation, to repulse clients and as well as future members of the organization.
  • When you are building remuneration system, make sure that all employees can participate with ideas and feedback for every stage. This system should be conformable to the organizational purposes, to be based on just and objective criteria, to tolerate equally everyone who is making efforts and achieving some results. And last but not least the system should keep balance between material or non-material stimuli, between individual and team repayment.
  • Non-material bonuses can be classified as follows: acknowledgement in private(personal note, mail, invitation for a lunch, giving an additional day off), in public (a few words about internal bulletin, intranet, team meeting), opportunities for personal development(new responsibilities, leadership position, more freedom in making decisions, chance to visit courses and seminars), giving a reward, a present, a certificate.
  • Material remuneration should be based on realistic and objective criteria and should be revised periodically. Remember that money does not always solve problems and a greater material remuneration will not necessarily motivate and keep your employees. Moreover, you cannot endlessly raise salaries. To reach a maximum effect to find the balance between material and nonmaterial rewarding.
  • Direct leaders and managers should motivate through their own personality and attitude. They should be outspoken, just, confident, brave, to be good-looking and direct to take care of their employees and develop them.