Employees Motivation

Employees Motivation

Employees Motivation
Employees Motivation

People work for money, but they are also motivated by other factors such as doing a good job and being valued. Non-financial rewards drive day-to-day motivation more strongly than pay and benefits.

Why do people work?

That’s the single most important question in the field of management. How you answer it can tell volumes about your management style.

The most common answer is:

“Because they have to”

If you believe that, you are likely to favour tactics like punch clocks, close supervision, and constant nagging, minimizing any opportunity for your workers to shun their work.

Another common answer is:
For the moneyThat one leads you to intricate financial arrangements, attempting to tie each worker’s pay to his or her output, and providing an array of monetary incentives for extra effort.

But the truth is, we all know people who pour themselves into work that they don’t have to do. And we’re all familiar with the volunteer who works harder than the paid staff, or the “dollar-a-year” execusive who seldom goes home to sleep.

For most of us, even a modest amount of self-examination will reveal that “because we have to” or “for the money” are, at best, only partial answers to the very complex question of why we work.Gaining a better understanding of what motivates people will make you a better manager. It will help you get the most out of those who work for you.

How it works

In the past, tangible pay and benefits were the key motivational tools for employees.These financial rewards are termed extrinsic because they are external to the actual work and others control the amount, distribution, and timing. 

Employers now recognize that while extrinsic incentives are clearly important, intrinsic (psychological) rewards are crucial.

Understanding motivation in the workplace

The Happy staff works well, and job satisfaction comes from subtle feel good factors as much as a paycheck. Employees who enjoy their work tend to stay, job satisfaction and turnover move in opposite directions.

Individual motivation

Employees get psychological benefits from doing meaningful work and performing it well. Only one in eight workers, about 180 million employees in 142 countries studied is committed to their jobs and make a positive contribution to their organization. 13% ONLY, the percentage of employees who are fully committed to their jobs. Given the extraordinarily low levels of engagement in the U.S. workforce, recent studies showed that 70% of employees are “not engaged” or “actively disengaged” at work.

Motivational could be classified as


Policies implemented by the company:

Financial rewards

  • Base pay Bonus Incentives 
  • Benefits 
  • Pension contributions 
  • Paid holidays/vacation Healthcare


Feelings that an individual has:
  • Purpose A sense of being able to accomplish something of value 
  • Choice
  • Clear ownership and feeling responsible for outcome 
  • Progress As an individual, feeling and seeing evidence of moving things forward 
  • Competence Pride and satisfaction in own work
Fostering intrinsic rewards
Businesses that are successful engender trust and have employees who are passionate about what they do. All these factors contribute:

Purpose for organization and individual

  • Clear vision for organization 
  • Understanding of where individual fits in to achieve that purpose
  •  Clear goals and expectations for individual


  • Continuous feedback 
  • Ongoing engagement 
  • Non-cash rewards such as praise

Career development

  • Progression and promotion 
  • Mentoring and coaching 
  • Learning opportunities


  • Strong teamwork and consistent behaviors 
  • Open communication 
  • Sharing of knowledge and information

The way forward:

Inspiration role for motivation

No matter what your organization does, whether it’s offering a service or building products, it is important that your culture is infused with meaning. Studies show that people who have a sense of purpose are more focused, creative, and resilient, so leaders should make a point of reminding employees how their work is improving people’s lives. Leaders, too, can be great sources of inspiration to employees. 

When they act selflessly, proving they care more about the group than themselves, workers are more trusting, cooperative, dedicated, loyal, collegial, and committed. So make sure to work alongside your team members on a daily or weekly basis, showing your allegiance to them and to the broader organization.


We are profoundly social creatures, yet workplaces interactions are often no more than transactional exchanges. This is a mistake. According to a study, companionship and recognition are more important than even high salaries in promoting employee loyalty. 

Other research confirms that positive and warm relationships are one of the most important predictors of psychological well-being, so leaders must be mindful of the culture they are creating and the sentiments they express at work. 

The basics of a kind culture involve consideration and respect, which increase creative output at both the individual and team level; on the whole, studies have found that negative emotions generally cause managers to be seen as less effective. 

Kind leaders do small things to show they care about their staff as people, not just employees. Simply asking how someone is doing personally and really listening to their answer is a good first step. And these practices can be institutionalized.


Many offices pay lip service to the idea of employee wellness. Wellness programs don’t work unless you create a culture in which it is acceptable and encouraged to prioritize self-care. When you do, however, the results are profound. Exercise breaks from work, relaxation practices and more strict boundaries between work and home can reduce job stress and increase employee well-being and engagement. 

You can also encourage people to take more care with a basic resource: sleep. Well-rested staffs are a happier and higher-performing one. Numerous studies show that sleep deprivation significantly impairs cognitive and motor skills. So encourage employees to exercise, take breaks, and get better rest.

References: HBR ,Inc

The author : Ahmed Farghaly

About :

Twenty-Three years of Production & Process Operations Troubleshooting hands-on experience in Gas Processing,LNG,LPG & NGL recovery and Ethylene Cryogenic plants, Shared in six Megaprojects Detailed Engineering, Pre-Commissioning,Commissioning and Successful initial Start-ups until Normal Operations.Leading the operational readiness assurance for three LNG Megaprojects from Pre-feasibility Studies, Concept Selection,Definition,Tendering ,Bid evaluation,value engineering and Execution phases until Handover.
Subject-Matter Expert

LNG/Petrochemicals/Set Up Operations Management System&Team/Pre-Commissioning, Commissioning,Initial Start-Up/Competency Management/Project Management/Scheduling/Project Controlling/Process Modelling/Revamp/De-bottle-necking/Green and Brownfield Development/Shared in set up of PSM,ERP,RBI,CMMS,RAM and RCM systems/Process Modifications Optimization,Plant Performance Monitoring/Shutdown Planning/Annual Turnaround/Tackling Plant Emergencies/Competency Profiling/Recruitment/Total Plant Safety/Abilities Of Trouble-Free Communication /Handling Megaproject labour force tactfully in working area.

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