Get Them Motivated
employees' job-related needs and watch their performance improve.
BOB LEVOY, O.D.
order to put employees' motivation in high gear (and keep it there) you must first
identify their job-related needs. Then make their jobs so satisfying, they'll want,
really want, to do their very best. Or as Bob Townsend, former C.E.O. of Avis said,
"Create the kind of environment that pays people to bring their brains to work."
The following is a "Motivation Inventory" I have
given to seminar groups to help them focus on their employees' job-related needs.
The Motivation Inventory
Place an X next to the five job-related needs
listed below that you believe are most important in motivating the one employee
in your office you would most like to motivate.
1. Assurance of regular employment
2. Satisfactory working conditions
3. Suitable rest periods and coffee
4. Adequate vacation arrangements and
5. Good pay
6. Having the goals and objectives
of the practice spelled out so employee knows where we're headed
7. A written job description so employees
know what's expected of them
8. A good performance review
9. Health insurance and other fringe
10. Avoiding criticism for doing an
12. Positive reinforcement from the
doctor on employee's performance
13. Getting along with coworkers
14. Participation in management activities
15. Involvement in decisions affecting
16. Feeling the employee's job is important
17. Respect as a person and/or a professional
on the job
18. More autonomy on the job
19. More job responsibilities
20. Interesting work
21. Opportunities to do work that is
22. Chance for self-development and
Reality check: No two people have
the same motivational needs or have them in the same order of importance. A single
parent with two school-age children, for example, may have very different job-related
needs than a person from a two wage-earner household with grown children.
Seminar audiences typically struggle
with this motivation inventory because it's difficult for them to know their employees'
job-related needs unless they've discussed the subject with them.
Getting to know them
There are several ways to learn such needs:
Ideally, the initial job interview will uncover an applicant's job-related needs.
Use questions such as: What about your last job did you like most? Least? They will
help you ascertain whether you have the right person for the right job.
Consider asking current employees similar questions to identify their job-related
needs. In this case, put them in writing. Give them time to think about their answers,
perhaps discuss them with someone else. Explain also that if they would like, you'll
schedule a one-on-one conference to discuss the results. Such questions might include:
Are there additional things
you would like to be doing?
What, if anything, frustrates you about
The Motivation Inventory, although not intended for this purpose, can be used to
identify employees' job-related needs.
Performance reviews, though more formal, will do so as well.
How well you identify and address the job-related
needs of your employees will determine how likely they are to engage in what psychologists
call "motivated behavior."
BOB LEVOY'S NEWEST
BOOK, "201 SECRETS OF A HIGH PERFORMANCE OPTOMETRIC
PRACTICE" WAS PUBLISHED BY BUTTERWORTH-HEINEMANN.
YOU CAN REACH HIM BY E-MAIL AT B.LEVOY@ATT.NET.
Optometric Management, Issue: September 2005