g to employees when they make mistakes, leads to a negative atmosphere within an organization. If employees know that they will be rewarded for performing excellent work, even in corny ways, according to Nelton, they will seek excellence.
Communication is at the heart of strong motivation, and forms an underlying basis for most of Nelton's recommendations. Communication includes not only how employees are doing, but how the company is doing and the performance of their departments within the company.
The higher the level of employee involvement, the greater the motivational factor, according to Nelton. Involving employees recognizes their decision making abilities and helps them create solutions that they are eager to implement.
Nelton also recommends giving latitude to employees so that they can accomplish their job the way they think best. Since employees are the ones who know their jobs the best, this gives them a sense of empowerment.
Being sensitive to employees is important in understanding that what motivates one individual may not motivate another. To some degree, this recommendation is based on the realization that employees are individuals, not just members of a larger group.
Nelton also recommends the careful use of rewards and incentives. These systems must be carefully constructed, but can be useful if corporate and individual goals are at odds.
It is also important that supervisors have a clear understanding of company policy. Employee complaints about a supervisor should be considered carefully, and appropriate action taken swiftly if necessary.
Honesty is key to motivating employees, and managers who are not treated differently than employees can be a strong motivating factor. If all employees are offered the same discount structure, for example, that can be a stronger motivating factor than if there is a separate system for managers and nonmanagement personnel.
Finally, Nelton recommends ...