How to Motivate People by Patrick Forsyth

Author:Patrick Forsyth [Forsyth, Patrick]
Language: eng
Format: epub, pdf
Publisher: Kogan Page Publishers
Published: 2011-04-22T18:30:29+00:00

What is being suggested is that regular interaction with staff on such occasions cannot be made to achieve only the prime purpose, but also plays a part in the necessary motivational measurement. Some of the above, for example training evaluation processes, are inherently, in part, concerned with checking motivation. Others are primarily for other purposes. More details of three of these, training assessment, job appraisal and exit interviews, are given in Chapter 7 in the context of communication.

Major measurement

A major overall technique designed specifically to measure employee motivation is that of employee opinion polling. Used regularly in some organisations, it can also be a useful one-off measure at times when the information it produces is particularly necessary and perhaps urgent. Examples of such circumstances include the appointment of new senior managers who have no experience of the staff, or organisation takeover, reorganisation or merger that creates situations where the views of staff may be urgently needed. There is no reason, however, why the principles involved cannot be used in simple form with quite small groups of people.

This technique is, as the name suggests, a close relative of formal research techniques used to do market research, or discover political views and voting intentions. It is thus something used at a distance, as it were, and in a way that announces its intention openly. While some of the informal checking used as measurement does not need to be flagged as specifically ‘checking your motivation’, this does. It is thus best used when there is a clear reason for such a check, and also when the reason – though it may need explaining – is certain to be understood by staff.

Like research, if large numbers of people are to be involved, as in a large organisation, then it is possible to take a representative sample of people rather than polling everyone. Note that what constitutes a statistically valid sample needs identifying precisely; this may be an area for expert advice, as may other aspects of the pure research techniques involved here (guidelines on best practice in employee research published by the UK Market Research Society may be a useful reference).

Polls can be intentionally timed ahead of a change, perhaps to produce ‘benchmark’ information at that point. Or they can be conducted after a change; or both. In all such cases their remit may be broad. Alternatively, they may have a particular focus. For instance it may be useful to check employees’ opinions about a new development (say, a new product, or a new way of working), or about customer relations (ranging from their perception of service to technical use of a product). As with so much else in corporate life, clear objectives are an essential ingredient of success, indeed the whole process must be approached systematically, through the steps that follow.

Communication

Polling methodology needs to be worked out and communicated clearly. Such communication should specify:

The objective. Why the poll is to be conducted should be clear, and the more specifically this is stated the better.

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