Helping Managers Attack the De-motivators

De-motivators = Factors that deflate the motivation bubble. They can be events, management decisions, disappointments, a lack of praise and rewards, and so on.

Lets face it, we live in demanding and increasingly negative times. No matter how supportive, motivating, or encouraging you may be as a manager, youâre no doubt constantly facing circumstances that negatively influence the motivation of your employees. How do you build and maintain hope in the midst of influences that threaten to de-motivate? YOU ATTACK THE DE-MOTIVATORS.

There are hundreds of ways to bring down the morale of an organisation and therefore have a negative impact on employee motivation. But there are also four specific steps you can take to build organisational strength so that your employees can better handle de-motivating situations.

• Hire the best.

• Retain the best.

• Give employees honest feedback, praise and encouragement.

• Build employeesâ confidence.

• Know what the job requires, in terms of skills and personality.

• Screen candidates thoroughly, get a good sense of their potential and personality. This takes more time and energy, but itâs worth the investment.

• Develop interviewing techniques that focus not only on the job, but also on your organisation's culture.

• Get second opinions about the candidates. Invite a few employees to participate in part of the interviewing, then have them share impressions with you.

• Check candidateâs references.

• If youâre happy with the candidate, make a decision quickly. Great candidates donât last long in the job market.

Low and declining birth rates since the 1970âs will result in few new employees joining the workforce within the next five years. In western nations the proportion of older workers is expected to increase due to governmentsâ inability to meet pension obligations. An aging population is likely to have a significant impact on the nature of the workplace. For instance, it is likely that organisations that are proactive towards older workers will gain a competitive edge. Furthermore, older workers will require greater recognition and equal access to company resources in exchange for their commitment and loyalty. The trend to continue working into oneâs later years is indicative of a new view of meaningful work for older workers, particularly older women, many of who find the social nature of work attractive and challenging.