Business People

One of the universal problems with which business people struggle is that of motivating their employees, and themselves, to continually produce at high levels, both quantitatively and qualitatively. Certain psychological techniques can be used to increase and maintain productivity.

For example, upper echelon executives must keep in mind that, even in large companies, people are individuals and unique. What motivates one person may not prove to be a strong incentive to another.

While money certainly is one major incentive to which most people respond, as time passes people reach a point where creative challenges in the work situation are really more of a motivator, more likely to capture one’s interest, than a few more dollars added to the paycheck. Other possible incentives, besides money, are public recognition, increased status, and power.

Fear, such as fear of losing one’s job or being reprimanded, is not a good motivator. Research psychologists have done many studies demonstrating that punishment is not as effective as positive rewards in changing and maintaining behavior. Employees motivated by fear tend to be insecure and lack self-confidence, leading to more mistakes and lesser productivity. Also, fearful persons tend to engage in passive-aggressive behaviors. A passive-aggressive person is one whose mistakes appear accidental, but really are his/her way of expressing underlying hostility. Forgetfulness and the misinterpretation of instructions are two common modes of expressing passive-aggressive behavior.

A good executive will not expect his/her people to be more motivated than he/she appears to be. Enthusiasm must start at the top and filter down through the ranks. If you expect your employees to work hard and production to be high, you must set the example for them.

Honesty and integrity are also important qualities for a business person to demonstrate if he/she is to motivate others. Do not give your employees a chance to rationalize their cheating by saying to themselves, “Well, the boss cuts corners with his customers, so why shouldn’t I?” or “Well, the boss takes advantage of me, so why shouldn’t I take some supplies home? I’ve earned them.”

It is also important to listen to your employees, to get to know them, their problems, and their desires. The difficult part of that suggestion lies in that, while one should be aware and understanding of one’s employee’s personal life, one should not get involved in trying to solve their personal problems.

In other words, stay away from role conflicts. There is only one role a business person should have with his/her employees. That is the role of administrator, not marriage counselor, not financial advisor, etc.

Listening to one’s employees has several potential benefits. Creativity, e.g., good ideas are not only found in upper management levels. The people in the trenches often have better ideas about ways to increase efficiency and their productivity.

Moreover, encouraging the expressing of creative ideas and, then, not stopping there, but attempting to utilize these suggestions make the employee feel like an important part of the organization. Rather than just a 9 to 5 job, which financially supports the employees, they can feel it is their business. Success of the organization can be equated with their personal success.

Everyone has ego needs that they attempt to satisfy, either through work, socially or hobbies (hopefully through a combination of such activities). Work, even repetitive menial work, can have the ability to enhance personal esteem if the worker feels he is listened to, rewarded, and an important part of the organization.