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  1. 1. It is the willingness to do something.It is conditioned upon the action ability tosatisfy some need for the individual.
  2. 2. Today supervisors have challenges inmotivation their employees that theircounterparts of 30 or 40 years ago didn’thave. This includes motivation a diverseworkforce; paying for performance;motivating low wage employees; motivatingprofessional and technical employees.
  3. 3. To maximize motivation among today’sdiversified workforce, supervisors need to thinkin “term of flexibility”. Eg. Man want to feel incontrol in their job. In contrast the opportunity tolearn, convenient work hours and goodinterpersonal relation appear more important towoman than man. Supervisor need to recognizethat what motivate a man might not be whatmotivate a woman. Employee have differentpersonal need and goal that they’re hoping tosatisfy through their job.
  4. 4. Motivating a diverse workforce also meansthat supervisors must be flexible by being“aware of cultural differences”. Would youwant to give someone a pig as a reward,where he does not eat pork? You havecountries that place value on individualismand you can reward an individual. Othercountries place emphasis on group work andyou will have to reward the group.
  5. 5. One of the toughest motivational challengesfacing many supervisors today is how toachieve high performance level among lowwage employees.One trap many supervisor fall into is thinkingthat employees are only motivated by money.Although money is important as a motivator,it is not the only reward that people seek andthat supervisors can used.
  6. 6. Recognizing Individual Differences If we’ve learned one thing thus far is thatemployee are the same. While you may bedriven for the need of recognition, I may befar more concerned with satisfying my desirefor a wage increase. Your job as a supervisoris to recognize the dominant need of eachemployee.
  7. 7. Matching People To JobSome people prefer routine work withrepetitive tasks. Some people enjoy being partof a team, others do their best work when theyare isolated from others and able to do theirwork independently. You should try to matchemployees to job best fit their capabilities andpersonal preferences.
  8. 8. Encourage ParticipationAllowing employees to participate indecisions that affect them has been shown toincrease their motivation. Participation isempowering. Eg. Choosing your assignmentor work hours
  9. 9. Check For EquityRewards should be perceived by employees asequal. The input should be explain and mustjustify the outcome. The problem however isone person equity is another inequity and anideal reward system should be design toweight input in order to arrive at the properrewards for the output.
  10. 10. Don’t Ignore MoneyOur final suggestion may be seen incredibleobvious. Money is the major reason mostpeople work. Wage increase, bonuses andincentive are important in determiningemployee motivation.
  11. 11. Many supervisor are limited in the rewardsthat they can distribute. This make it difficultto tailor rewards to individual employee andtherefore employee motivation is not fullymaximize. THANK YOU.