1. EDITION 010
Learning Tree
Management Insights
Expert Advice from Today’s Top Professionals
Four Elements that Create
a Motivational Environment
Managers often wonder why their employees seem to lack In these examples, the managers didn’t consider the needs
motivation. Ironically, it’s not because employees are of the individuals and align their actions accordingly. For
apathetic or unwilling but because of well-intentioned John, his reward of “more work”—however great the career
managerial actions that—more often than not—de-motivate opportunity—was completely at odds with his family’s needs.
employees. In Pat’s case, had her manager provided clearer direction and
communication regarding expectations at the start, or even
Here’s an example: to reward John for his superb handling
better feedback at the end, it would have produced a better
of a complicated project, his manager gives him a new
outcome.
assignment that offers great opportunity. Later, walking
past John’s cubicle, his manager overhears a coworker Fortunately, there are four very clear elements managers can
congratulating John for landing such a terrific project but apply to set the right goals and establish an environment that
is then taken aback by John’s response: “That’s all very will motivate staff at both an organizational and individual
flattering, but I’m the one who has to tell my family that it’s level. More importantly, taking these actions tells employees
late nights and weekends in the office again! It seems the that you are accessible as a person—not just as a manager—
payback for doing great work here is to get more piled on.” when they need you.
In another scenario, Pat is taking on a new role that will build
her project management skills and committee experience.
She suggests to her manager that it would be most effective
to meet with the end users and do a needs assessment before
beginning the project. Despite some private misgivings, the
manager allows Pat to proceed. However, upon presenting
the results of the assessment, her manager realizes that Pat
contacted the wrong individuals and promised things she
can’t possibly deliver. Fortunately, the mistakes are caught Mimi Banta
before any problems can arise, but her manager’s only choice This month, our Management Insights article focuses on how to
is to tell her to start over. After a few weeks with no new motivate your employees from both an organizational perspective
results, her manager can only assume that—even given the and an individual one as well. Author Mimi Banta, a consultant
opportunity to correct her mistakes—Pat isn’t motivated specializing in Human Performance Improvement (HPI), offers
enough to go back and do a better job. a clear methodology to achieve both.
CALL 1-800-843-8733
Productivity through Education OR VISIT www.learningtree.ca

2. EDITION 010
Learning Tree
Management Insights
Expert Advice from Today’s Top Professionals
Four Elements that Create a Motivational Environment
The most critical step a manager can take in trying to motivate • utonomy and authority: Allowing employees to decide
A
employees is to gain clarity about what they need in terms of how best to do their work, allowing them to pursue ideas
goals, feedback, incentives and growth. Once this information they might have for improvements, giving them a choice of
is firmly understood on an employee-by-employee basis, work assignments
managers can focus on the key elements necessary to increase
each individual’s “motivational environment.” When this is • Flexible working hours
accomplished, benefits are maximized for both the individual
and the organization. The four key elements are: • Learning and development opportunities
1. Motivational Goals • Availability and time with their manager
Goals possess higher motivational value when they are
4. Supportive Supervision
meaningful to both the individual and the organization. All
Employees who believe their organizations care about them
too often, when managers design goals without employee
(and not just the work they do) have a stronger psychological
involvement, the goals are only meaningful to themselves
contract with their employer. Put another way: employees
but irrelevant—or even de-motivating—for the employee.
won’t care what you think unless they believe you care about
The solution is to set goals that contribute to the needs of
them. This means that supervisors must be aware of each
the organization but, at the same time, are tailored to the
individual’s aspirations. For example, when an employee
individual’s strengths and abilities, enabling them to achieve
is assigned tasks he or she sees as growth opportunities,
their own goals as well.
they are motivated. Managers can further support this
2. Effective Feedback by communicating to the employee the value inherent in
Effective feedback is specific, timely and targets something completing the tasks successfully. Managers should also learn
within the employee’s control. The phrase, “When you see it, to ask for—and provide support for—creative ideas regarding
say it,” is worth remembering and frees you from providing the way the group approaches tasks, then implement the best
input only in formal settings. Begin with the positive purpose suggestions. Lastly, regularly scheduled forums can keep staff
of your feedback. Even if the feedback is negative, the goal informed on any new developments in their fields. It’s these
is to help the employee succeed. It’s also best to be specific, types of activities that serve to strengthen that psychological
offering facts and figures whenever possible. If the feedback contract.
indicates the individual’s performance is off track, help them
As a manager, it is important to remember that each person
find solutions, then conclude by offering your support.
on your staff is unique and has different talents and needs.
3. Meaningful Incentives As you craft each employee’s motivational environment—by
For good performance, it is important to provide more establishing motivational goals, effective feedback, meaningful
positive incentives than negative ones, with the most effective incentives and supportive supervision—you’ll find they will
incentives being defined by the individual’s point of view—not respond with increased commitment and productivity, helping
the manager’s. Interestingly, when it comes to motivation, both themselves and the organization flourish.
sincere thanks means the most. In fact, when employees were
asked what rewards were important to them, four were types
of praise—personal, written, electronic and public—typically
generated by individuals the recipient held in high esteem and
that were given in a timely, sincere and specific manner. The
other top-ranked motivators were:
• upport and involvement: Providing additional information,
S
About the Author
involving employees in decisions that affect them, asking Mimi Banta is a training and development consultant specializing in
employees for their opinions and ideas, supporting HPI (Human Performance Improvement) initiatives that maximize
organizational and individual performance levels. Ms. Banta teaches
employees when they make a mistake
Learning Tree Course 290, “Management Skills,” and Course 284,
“Critical Thinking and Creative Problem Solving.”
mbanta@cox.net
CALL 1-800-843-8733
Productivity through Education OR VISIT www.learningtree.ca
0905CA Mgmt Insights May