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Essay / Research Paper Abstract
A 5 page paper discussing what constitutes effective motivation techniques. Every company is different, and actions that are motivators at one company may be totally ineffective at another company. It is in every company's best interests to retain its high-performing individuals, those individuals are as different as the companies for which they work. Each entity has a distinct personality, and the employees of one will not be motivated by the same things as those of another. Senior management needs to ask employees what is important to them and then try to meet needs in the best interests of both sides. Bibliography lists 7 sources.
Page Count:
5 pages (~225 words per page)
File: CC6_KShrEmpMoTai.rtf
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Unformatted sample text from the term paper:
managers at all levels tended to believe that the key to greater employee motivation was money. Henry Ford may have begun that belief in the early days of Ford
Motor Company. Ford berated workers so aggressively that he paid them twice the going daily rate just to entice them to show up each day. Money as motivator
has its limits, however, and virtually all of business within the United States operates at a level beyond which additional money can have any lasting influence.
Motivation is not only for the purpose of ensuring that todays employees continue to show up for work each day as in the time of Henry Ford.
In the past continuity ensured smooth operation; today businesses recognize how much it costs to deal with loss of relationships with customers; replace employees who leave the company; and
train new employees. Though it is in every companys best interests to retain its high-performing individuals, those individuals are as different as the companies for which they work.
Each entity has a distinct personality, and the employees of one will not be motivated by the same things as those of another. Determining Motivators
Too many employers believe that employee motivation rests in monetary rewards, without either realizing or acknowledging individuals needs for recognition. Formal studies and informal surveys alike reveal
that while managers often will list money as the top factor in motivating employees, the employees themselves are much more likely to list first their desire for recognition, for someone
to let them know they truly have done a good job. James Champy (1998) of reengineering fame goes so far as to say that the annual bonus is about
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