Keeping Employees Motivated
Using at least three comparison web examples from the industry you used in your “Herzberg’s Two-Factor Theory” discussion post this week, delineate a creative employee benefits plan designed to keep your best employees satisfied and motivated. Remember to include all of the links as well as references from the course text and other sources to support your rationale.
Tesla and Space X CEO Elon Musk does his best to inspired his employees and keep them from leaving. Motivating them to succeed and by helping them feel like they’re part of a larger team. (www.cnbc.com)
Gates often explained that he was always aggressive but never ruthless. He was a bit controlling, and admitted in the interview that it was probably a bit ridiculous that he was tracking employee activities but He was hungry and he motivated other to be hungry as well. He wanted everyone else to be just as hungry. (www.inc.com)
Mark Zuckerberg uses the power of working together, “If someone tells me I can’t do something or that the odds are against me, I’m not only inspired to prove them wrong, I’ll motivate others to win with me.” When others are cautious, He always reminded his team of the risks that were taken in the past to be successful and that it could be done again. With clarity as he could and assurance that he was speaking to the issues that could make the most difference.” This approach takes a lot of work but when done right it certainly pays off. (
The required text states “Organizations should offer a wide range of benefits that cater to the needs of diverse groups of workers and that can be customized to each employee or group of employees based on their needs.” Leopold (2010) As we live in a global market place, benefits should be tailored to meet the needs of said employee. I included some information in my post on how difference innovators motivated employees, the root of these gentlemen principal was “ownership” and not “things”. (Youssef-Morgan & Stark, 2014)
Youssef-Morgan, C. M., & Stark. E., (2014). Strategic human resource management: Concepts, controversies, and evidence-based applications [Electronic version]
REPLY TO EDWARDS DISCUSSION:
In regards to Maslow hierarchy of needs, individuals want to feel wanted and involved with colleagues and managers social gatherings, which can happen during social gatherings at work and on personal time. “Esteem needs are achieved though recognition or achievement, both of which can only be attained through meeting, or exceeding, the expectations of society; expectations based on the values and beliefs determined by culture” (Gorman, 2010, p. 27). Employees who are recognized for contributions they have made will feel unappreciated which will create low morale.
When complicated tasks have to be completed accurately within a timely basis, workers need extra compensation on top of their wages to do the task efficiently and effectively. “An employee who views bonuses as linked to performance on a task is more likely to focus on that task. The more strongly performance is linked to rewards, the more motivating the rewards are” (Youssef-Morgan & Stark, 2014, p. 9.1). Employees that make decent wages will consider that a norm and will not put forth effort into a task that requires extra effort if they are not given some type of bonus perk. Furthermore, the incentive does not have to evolve around money, it can be a day off from work or free lunch.
While employees can be satisfied with their wages, bonuses and relationship with peers, they can grow tired of performing the same work task at the same location. “Remote employees were 32% Engaged, 50% percent Not Engaged, 18% Actively Disengaged. On-site employees were 28% Engaged, 51% Not Engaged, 20% Actively Disengaged.” (Lipman, 2013, para. 5). Giving workers assignments that require then to travel to different locations or work at home a few times out a month can create enthusiasm amongst colleagues which will create an eagerness to work.
Gorman, D. (2010). Maslow’s hierarchy and social and emotional wellbeing. Aboriginal & Islander Health Worker Journal, 34(1), 27-29.
Lipman, V. (2013, Sep. 23). Surprising, disturbing facts from the mother of all employee engagement surveys. Retrieved from s, and evidence-based applications.