Employee motivation has become flagged as a major problem for many organizations around the world.
Whether it’s a Gallup report showing how employee engagement levels are in their lowest, or it is an employer incapable of be aware of the Gen Y he employees in the company, it seems it’s increasingly challenging to maintain a workplace happy and motivated.
The traditional management and leadership management training models are unlikely to fix the problems actually; it is this very assuming that has led to it. However, whenever we combine this management thinking with neurosciences and psychology, we’ve got a more needs-based method of the condition.
More than just goal-setting, we quite often read about the importance of goal-setting in motivating the employees. Recently, managers from 40 major organizations in the UK contributed to a Scarlett Associate’s study which looked at employee motivation, performance management systems, and staff appraisals. The primary conclusion using this study was the short-term setting goals positively impacted on motivation in the workplace, giving the staff a sense of achievement along with a ‘feel good’ factor, which activated the reward part of the brain. This lead to neurochemicals being released, which helped to make people feel more motivated and less stressed.
While this recognizes that setting people achievable targets and rewarding and recognizing their progress is most conducive to a positive workplace than an environment of mental stress and threat, the reality is not this straightforward.
Human beings are complex creatures which are impacted by several things: you can’t just reward goals being to achieve and expect more increased productivity, if there other issues not addressed.
The social and cognitive needs of employees
Neurosciences has helped to discover six key social and cognitive needs of individuals in group/team situations – and which clearly apply to employees within the environment.
You will see how is the goal-setting fits into these needs as a part of the picture; but the addressing all of these needs have a much better effect on the motivation because individuals feel that they’re understood, can go to town, are trusted and respected, and will see the place that the organization goes and their role inside.
A brief introduction to all six of these needs follows:
We also “wired” to keep ourselves safe in a group. Every human being desires to know how they can fit in to the group situation, what the basic rules are and what their role within it is.
Professionals are taught to never express their emotions, and tend to mask them. This effectively decreases the power to think. People must be comfortable expressing how they feel.
- LEADING THE PACK
Individuals need status by excelling at something. Recognizing successes is normally overlooked in high-stress environments. We must focus to build in the sense of competition that people feel on team goals and recognize when they’re achieved.
- THE INTERPERSONAL CONNECTION
People need to feel associated with and genuinely understood by others. This can be a challenging in the workplaces which can be excessively analytical and leaders must concentrate on developing a more supportive environment.
- SEEING PROGRESS
People should also see and to measure the progress they are making. So the interpersonal connections must be balanced by a clear measurement of the most important aspects of the work.
- HOPE for future years
Lastly, employees need to be able to move forward with a sense of hope. The ‘vision’ thought to be presented only after associates have already been on board a Toronto injury lawyer the first five needs met – otherwise it may fall on deaf ears. They at Nero-Power the forefront of introducing new approaches to organizational development through the results of neurosciences. We apply those to all kinds of businesses, developing high performing teams and enhancing leadership.