Think about when you first began working at any one of your past jobs, or even your current one. It was a new experience with so much opportunity. You likely were quite enthusiastic when you first started, no? However, survey research of about 1.2 million employees (conducted by Sirota Survey Intelligence) finds that in about 85 percent of companies, employees' morale sharply declines at the point of six months employed, after which time morale continues to deteriorate for years.

Sounds about right: that downward spiral from initial enthusiasm to a mentality of giving just enough effort to get the job done…nothing more.

A recent article from Harvard Business School says it is the responsibility of management to motivate and enthuse, particularly through company-employed policies and procedures in workforce management, as well as the relationships that individual managers establish with their direct reports.

If companies are to maintain employees' initial enthusiasm, says the renowned business school, management should understand and address three key goals the majority of employees seek from their work:

1) Equity — Respect and fair treatment in terms of pay, benefits and job security
2) Achievement — Pride in job, accomplishments and employer
3) Camaraderie — Productive relationships with colleagues

HBS makes important note that, in order to maintain an excited workforce, "management must meet all three goals." If even one of the above factors is missing within a company, employees are full-on three times (3x!) less enthusiastic than workers at companies where all elements are present. One goal is not substitutable for another: "Improved recognition cannot replace better pay, money cannot substitute for taking pride in a job well done, and pride alone will not pay the mortgage."

First, perhaps foremost, managers should provide employees with a sense of security. Employees should not fear their jobs are in jeopardy if their performance is imperfect. Layoffs are an extreme last resort, not simply another option for "dealing with hard times." This should be made known within the organization and the department.

After security, the following Harvard Business School-proffered practices can play a key role in keeping employees both motivated and enthused. (Note: Practices are categorized based on relation to each of the three goals.)

Achievement

• Inspiring purpose
Employees should have "a clear, credible and inspiring organizational purpose." A mission statement can be a powerful tool. Equally important, however, is the manager's ability to explain and communicate to subordinates the reason behind the mission.

• Recognition
Employee contributions, both large and small, should be recognized. Says Harvard Business School: "The motto of many managers seems to be, 'Why would I need to thank someone for doing something he's paid to do?'" Yet employees feel distressed when treated like judges, sports umpires or referees (and editors?) — when their efforts are acknowledged only when criticized for their mistakes.

HBS points out that "receiving recognition for achievements is one of the most fundamental human needs." So reinforce employees' accomplishments via positive recognition, thus helping ensure there will be more of them.

• Expediter for employees
Managers should redefine their primary role as serving as their employees' expediter. Managers, find out what is most important to your employees for getting their jobs done by asking them. And if you are unable to address a particular need or request immediately, be open about it and keep them updated on any progress toward resolution of the issue.

• Coaching for improvement
Comments concerning desired improvements should be specific, factual, unemotional and directed at performance. Managers should keep feedback relevant to the employee's role and should listen to employees' views of problems. DO NOT offer feedback about something you know nothing about; have someone who knows the situation look at it.

Remember the reason you're giving feedback: performance improvement, not proving your superiority.

Equity

• Full communication
Full and open communication not only helps employees do their jobs but also is a powerful sign of respect. Managers should place very few restrictions on information flow, holding back nothing of interest to employees except those very few items that are absolutely confidential.

Most managers should discipline themselves to communicate regularly, whether by oft-scheduled meetings or stopping by for a chat. "And tell it like it is," says the business school. "Many employees are quite skeptical about management's motives and can quickly see through 'spin.'"

• Facing poor performance
Identify and deal decisively with the small percentage of employees who simply don't want to work. While most people want to work and achieve, some employees will do just about anything to avoid it. The disciplinary approach is about the only way the unmotivated can be managed.

Camaraderie

• Promoting teamwork
The quality of a group's efforts in areas such as problem solving usually is superior to that of an individual working on his or her own. Whenever possible, managers should organize employees into self-managed teams — after carefully assessing who works best with whom. Such teams require less management and normally result in a healthy reduction in management layers and costs. The new team should be clear about its role, how it will operate and the manager's expectations.

Related To All Three Factors

• Listening and involving
Employees are a rich source of information about how to do a job and how to do it better. They almost always should be kept involved. Participative managers continually are open to, and make known their interest in, employees' ideas.

If managers can keep employees enthusiastic about their jobs, perhaps employees will show more enthused effort in their current positions and less in looking for a new one.

Source

Why Your Employees Are Losing Motivation
by David Sirota, Louis A. Mischkind and Michael Irwin Meltzer
Harvard Business School, Apr 10, 2006
Reprinted from "Stop Demotivating Your Employees!"
Harvard Management Update, Vol. 11, No. 1, January 2006