Employers and managers don’t often consider why their staff turn up for work, or, more importantly, why they choose to remain in their employment. However, much more can be achieved than simply getting a job done or meeting an objective by giving serious thought to the issue of motivating your staff appropriately.

The motivational needs of individual employees will be different and over the years there have been a number of studies identifying a range of different factors, which include:

• The working environment – poor or inadequate equipment or work facilities.
• Working conditions – too hot, too cold, no breaks, long hours.
• Social interaction – isolation, socialisation discouraged, etc.
• Job security – redundancies, feeling not part of the company, etc.
• Skill or intellectual use – inability or discouragement to use intellect or skill.
• Promotional prospects and job title.
• Responsibility – not being allowed to work on their own initiative.
• Recognition and appreciation – lack of praise or recognition for achievement.
• Trust and respect.
• Participation in decision making.
• A sense of belonging.
• Salary.

You would be wrong to assume that all this simply means bowing to the pressure of the workforce in order to get them to work for you. Remember that employment is a contract between two parties requiring each to fulfil their obligations. As an employer you are trying to improve the relationship you have with your staff in recognition of the fact that the happier they are the more productive they will be. and this will impact positively on your bottom line.

How you go about investigating and satisfying your employees’ motivational needs will be determined by your management style. The key to this, however, lies in the ability of individual managers and employers to identify the needs of employees without resorting to preconceived ideas.