The interview process can be costly and time consuming. Hiring the right person the first time is imperative. High turnover rates can impact the existing staff negatively and reduce motivation. A high turnover rate increases the replacement and transition costs along with “the loss of production and reduced performance.” (Dias 2011, p. 210)
Include others in the selection process because they may have a different perspective of the candidate and encourage checking references. The hiring manager needs an accurate job description and the ability to define what makes a strong contender for the position. If the manager does not have the training to conduct effective interviews, they may use basic interview questions which do not properly assess the candidates’ ability for the job. Ask behavioral based questions to ensure the candidates’ motivating needs are met. One key to getting the right person to “accept a job is presenting an offer that resonates with their innate motivating needs and drives. Organizations that do not align an offer with the behavioral profile of the person risk losing a strong candidate.” (7 Common Mistakes that Lead to a Bad Hire, 2014)
Hiring the wrong person for a job vacancy can cost 30% or more of the employees’ first year salary. It includes loss of productivity, effects of coworkers reduced morale and the cost of recruiting. The team work strategy is more effective than the top-down approach. New hires should be brought onboard with training within a team. Recognizing and rewarding employees “goes a long way and is critical for retention.” (Rogoff, 2014) Rewards do not have to always have monetary value. Recognizing employee efforts with words of praise have a positive impact also.
Some believe that money is the main motivator behind work. “Research suggests that even if we let people decide how much they should earn, they would probably not enjoy their job more.” (Chamorro-Premuzic, 2013) Employees should be happy with their salary but it does not guarantee job satisfaction. Money can merely be the reason an employee shows up for work at a specific time and day but does not promise they will put forth 100% effort.
Maslow’s Hierarchy of Needs was developed by Abraham Maslow in 1943 and is also called the theory of human motivation. The five types of needs are self-actualization, esteem, social, safety and physiological. Self-actualization needs are at the top of list because at this step the person wants to better themselves, however, all needs are important. (Dias 2011, 217-8)
When tasks are enjoying or interesting to employees it increases intrinsic motivation which is how a person feels internally about themselves. Some examples of intrinsic motivation are enjoyment, curiosity, learning or personal challenge.
Bad leadership can cause fear and uncertainty in employees, leading to poor job performance and lower productivity. Author and consultant Mark Graban explains the difference between bad, good and great managers. “Bad managers bark orders and command and control. Good managers explain why a process needs to be followed. Great managers involve the employees.” (Graban, 2014) All workers must be treated with respect. The old style of top-down managing should be eliminated. It is important that managers and employees work together to create a team work environment which leads to improved employee motivation.
Proper managing results in high employee performance and growth. Build trust and show respect for employees by using open communication. There are five ways to motivate employees. Provide consistent feedback about their work performance and praise often but use constructive criticism when necessary. Communicate problems and issues affecting the company so the employees can offer solutions. Ask for suggestions by challenging them to make the company better. Let employees define their duties, when possible. Do not take advantage of employees. Rewards can be monetary, recognition programs or employees discounts. (Gregory, n.d.)
Why do people work? Years ago, managers used Theory X when managing. They believed people disliked work and “most must be coerced, controlled, directed and threatened with punishment to get them to put forth adequate effort toward the achievement of organizational objectives.” The alternative is Theory Y where “external control and threat of punishment are not the only means of bringing about effort toward organizational objectives. People will exercise self-direction and self-control in the service of objectives to which they are committed.” (Motivating Employees, 2009) A manager who understands what motivates employees will get the most positive results.
Sometimes HR and management can be doing everything correctly to ensure a positive work environment but there is no guarantee they will not come across an employee with a negative attitude. A toxic personality can affect co-workers morale and motivation. A negative person will find things to complain about exaggerate others’ mistakes, spread gossip, start rumor and complain about the manager to others but never speak with him directly about a problem. Once the manager is aware of a negative person, they should “make it clear those actions will no longer be tolerated.” (Gould, 2014)
“Positive and negative effects of employee motivation need to part of the picture as you attempt to drive revenue. If attempts at motivation are flawed, poorly executed or unrealistic, they may lead to increased turnover.” (Applegate, n.d.) Improperly motivating workers can also encourage dishonesty. Employees will most likely perform better and have overall job satisfaction if the manager clearly states their job description along with the duties that are expected.