The manager must be aware of how to get people to work willingly, to increase the individual’s satisfaction in the job, and the organization’s efficiency. Every manager must:

Make People Feel Valued
• By regularly monitoring the subordinates’ work.
• By sharing an interest in whatever they hold important.
• By creating an atmosphere of approval and co-operation.
• By ensuring they understand the importance of their contribution to the team’s objectives.
• By ensuring they understand the function of their organization, and why industry matters.

Provide Scope For Development
• By setting targets
• By providing on and off the job training
• By arranging any necessary internal and external contacts
• By using people to train others in the specialist skills they may have
• By restructuring or grouping tasks to use peoples skills to the fullest.

Recognize Achievements
• By praising and communicating individual successes
• By reporting regularly on the team’s progress
• By regular meetings to monitor and counsel on an individual’s progress towards targets.
• By explaining the company results and achievements.

Provide Challenge
• By setting and communicating the team’s objectives
• By providing scope for individuals to take greater responsibility
• By training thoroughly at least one deputy
• By encouraging ideas, and where practical, by allowing staff the responsibility for implementing them.

Provide a Feeling of Personal Achievement
• By removing some controls while retaining accountability
• By assigning individuals specific or specialized tasks, enabling them to become experts.
• By increasing the accountability of individuals for own work.
• By granting additional authority to an employee in his activity; job freedom.

Factors on Performance Motivation

1. People basically motivate themselves. They are seldom motivated directly by other people. Therefore, the correct approach to motivation is not direct, manipulation of people, but instead, creation of an atmosphere that will spark the individual himself to greater achievement.

2. How much people are motivated within themselves depends on their current image of themselves and their expectations of what that image should be. A person’s psychological needs affect his self-image, which is pretty well set by the time be becomes employed. Also fairly well defined, but more easily modified, is his image of what he would like to be. A man whose present image is less than he desires will normally be motivated toward achievement to reduce or eliminate the large gap.

3. Achievement is a result of motivation (Desire to achieve) and talent (ability to achieve). There are many kinds of abilities that influence an individual’s capacity too achieve – mental ability, mechanical aptitude, social sensitivity, and creativeness are some. Both ability and desire to achieve must be considered in any program aimed at sustained motivation.

4. An employee’s desire or ability to modify or control his behaviour patterns drives and personality when they interfere with positive achievement is basically his responsibility. The Manager’s function is to help him understand his motivational pattern and to provide the environment in which he can achieve.