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    365 Ways to Motivate and Reward Your Employees Every Day: With Little or No Money
    365 Ways to Motivate and Reward Your Employees Every Day: With Little or No Money
    365 Ways to Motivate and Reward Your Employees Every Day: With Little or No Money
    Ebook199 pages3 hours

    365 Ways to Motivate and Reward Your Employees Every Day: With Little or No Money

    By Dianna Podmoroff

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    About this ebook

    This new book is packed with hundreds of simple and inexpensive ways to motivate, challenge and reward your employees. Employees today need constant re-enforcement and recognition and here is how to do it. With real life proven examples and case studies from actual companies, you can use this book daily to boost morale, productivity, and profits.

    This is your opportunity to build an organization that people love to work at with these quick, effective, humorous, innovative and simply fun solutions to employee work challenges. Make your business a happy place to work, and reap the benefits.

    Atlantic Publishing is a small, independent publishing company based in Ocala, Florida. Founded over twenty years ago in the company president’s garage, Atlantic Publishing has grown to become a renowned resource for non-fiction books. Today, over 450 titles are in print covering subjects such as small business, healthy living, management, finance, careers, and real estate. Atlantic Publishing prides itself on producing award winning, high-quality manuals that give readers up-to-date, pertinent information, real-world examples, and case studies with expert advice. Every book has resources, contact information, and web sites of the products or companies discussed.

    This Atlantic Publishing eBook was professionally written, edited, fact checked, proofed and designed. The print version of this book is 288 pages and you receive exactly the same content. Over the years our books have won dozens of book awards for content, cover design and interior design including the prestigious Benjamin Franklin award for excellence in publishing. We are proud of the high quality of our books and hope you will enjoy this eBook version.

    LanguageEnglish
    PublisherAtlantic Publishing Group Inc.
    Release dateSep 30, 2005
    ISBN9781601380708
    365 Ways to Motivate and Reward Your Employees Every Day: With Little or No Money

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      Book preview

      365 Ways to Motivate and Reward Your Employees Every Day - Dianna Podmoroff

      TO MOTIVATE AND REWARD

      Your Employees Every Day–With Little or No Money

      Dianna Podmoroff, BA, MBA, CHRP

      365 Ways to Motivate and Reward Your Employees Every Day–With Little or No Money

      Atlantic Publishing Group, Inc. Copyright © 2005

      1210 SW 23rd Place • Ocala, Florida 34474 • 800-814-1132 • 352-622-5836–Fax

      Web site: www.atlantic-pub.com • E-mail sales@atlantic-pub.com

      SAN Number :268-1250

      All rights reserved. No patent liability is assumed with respect to the use of information contained herein. Although every precaution has been taken in the preparation of this book, the publisher and author assume no responsibility for errors or omissions. No warranty is implied. The information is provided on an as is basis.

      International Standard Book Number: 0-910627-51-7

      Library of Congress Cataloging-in-Publication Data

      Podmoroff, Dianna.

      365 ways to motivate and reward your employees every day-with little or no

      money / Dianna Podmoroff.

      p. cm.

      Includes index.

      ISBN 0-910627-51-7 (alk. paper)

      1. Incentives in industry. 2. Employee motivation. I. Title: Three

      hundred and sixty-five ways to motivate and reward your employees every

      day-with little or no money. II. Title.

      HF5549.5.I5P58 2005

      658.3’14--dc22

      2005015287

      A few years back we lost our beloved pet dog Bear, who was not only our best and dearest friend but also the Vice President of Sunshine here at Atlantic Publishing. He did not receive a salary but worked tirelessly 24 hours a day to please his parents.

      Bear was a rescue dog who turned around and showered myself, my wife, Sherri, his grandparents Jean, Bob, and Nancy, and every person and animal he met (well, maybe not rabbits) with friendship and love. He made a lot of people smile every day.

      We wanted you to know a portion of the profits of this book will be donated in Bear’s memory to local animal shelters, parks, conservation organizations, and other individuals and nonprofit organizations in need of assistance.

      – Douglas and Sherri Brown

      PS: We have since adopted two more rescue dogs: first Scout, and the following year, Ginger. They were both mixed golden retrievers who needed a home.

      Want to help animals and the world? Here are a dozen easy suggestions you and your family can implement today:

      •  Adopt and rescue a pet from a local shelter.

      •  Support local and no-kill animal shelters.

      •  Plant a tree to honor someone you love.

      •  Be a developer — put up some birdhouses.

      •  Buy live, potted Christmas trees and replant them.

      •  Make sure you spend time with your animals each day.

      •  Save natural resources by recycling and buying recycled products.

      •  Drink tap water, or filter your own water at home.

      •  Whenever possible, limit your use of or do not use pesticides.

      •  If you eat seafood, make sustainable choices.

      •  Support your local farmers market.

      •  Get outside. Visit a park, volunteer, walk your dog, or ride your bike.

      Five years ago, Atlantic Publishing signed the Green Press Initiative. These guidelines promote environmentally friendly practices, such as using recycled stock and vegetable-based inks, avoiding waste, choosing energy-efficient resources, and promoting a no-pulping policy. We now use 100-percent recycled stock on all our books. The results: in one year, switching to post-consumer recycled stock saved 24 mature trees, 5,000 gallons of water, the equivalent of the total energy used for one home in a year, and the equivalent of the greenhouse gases from one car driven for a year.

      Table of Contents

      INTRODUCTION

      Chapter 1: A LESSON LEARNED: MY OWN DISMAL FORAY INTO MOTIVATION

      Chapter 2: MOTIVATION—WHAT IT IS, WHAT IT ISN’T

      Chapter 3: RECOGNITION—THE KEY TO SUSTAINABLE MOTIVATION

      Chapter 4: INSPIRING TIPS FOR BUILDING A HIGH-MOTIVATION WORKPLACE

      Chapter 5: FREQUENTLY ASKED QUESTIONS ABOUT REWARD AND RECOGNITION

      Chapter 6: MOTIVATION 365: A MONTHLY CALENDAR

      Chapter 7: MOTIVATION RESEARCH, FACTS & STUDIES

      About the Author

      Introduction

      If there’s one topic of conversation that permeates most business productivity issues, it’s employee motivation. And the usual complaint is that the employees at company XYZ are not motivated.The managers moan, Where can I find motivated employees? No one seems to have the answer. Does this train of thought sound familiar?

      Motivated employees are found in lots of other workplaces, so why can’t we find and hire them to work for us? We seem to have no end of qualified applicants, so we must be doing something right in recruitment and hiring. How come we can’t seem to predict which employees will turn out to be star performers?

      Even the sharpest and most refined recruitment and hiring strategies are no match for the culprits of employee de-motivation. At the root of the problem is the fact that you don’t find motivated employees; you provide motivating environments for employees.

      Most employees start off with very good intentions, but if their contributions to your workplace go unnoticed and unappreciated day after day, month after month, and yes, sometimes even year after year, even the brightest star begins to fade and die away.

      It’s not all dismal, though; you have the power to motivate! Notice I said motivate, not coerce, force, cajole, badger or even convince. Motivation is not something that comes from the outside and it can’t be faked or put-on to please someone else. Zig Ziglar said it best when he stated that his role was not to motivate anyone—people motivate themselves. His job was to enlighten people and awake an enthusiasm within themselves.

      Trying to motivate someone to do something is like putting the cart before the horse. You must first create an appealing and motivating work environment, and after that, employees will do what comes natural: work hard for someone who recognizes and appreciates them. It would be pretty darn hard to come to work and do a slack job for a boss who supported you, encouraged you, respected you, and genuinely cared for you.

      And that exact notion is the foundation for this book. I will talk about ways to create a motivating culture, and I will include tips and techniques and specific examples to try. These techniques, though, are simply the tip of the motivation iceberg. They are the tangible rewards, activities and recognitions that everyone sees. The real power of motivation lies in what is going on under the surface: how strong, how genuine, how real is your commitment to provide meaningful and rewarding work? Ultimately, the question that remains is:

      "How motivated are you to

      provide a motivating workplace?"

      Money was never a big motivation for me, except as a way to keep score. The real excitement is playing the game.

      Donald Trump

      Table of Contents

      Chapter 1: A LESSON LEARNED: MY OWN DISMAL FORAY INTO MOTIVATION

      You don’t have to change that much for it to make a great deal of difference. A few simple disciplines can have a major impact on how your life works out in the next 90 days, let alone in the next 12 months or the next 3 years.

      Jim Rohn

      When I was first out of graduate school, fresh with my MBA in hand and convinced I knew everything I needed to know about managing people, I accepted a job at a manufacturing company. My job was to create and be the Human Resource department. During the interview process it became clear that this company was struggling with a great many human resource issues that stemmed, in their opinion, from the fact that they had no professional human resource guidance.

      Awesome, I thought. I was being handed a blank slate upon which I could work my magic. Clearly what this company needed were some HR systems and programs designed specifically for the company. I could do that.

      In the first week I learned a whole lot about manufacturing, and the history of the company, and the issues management was struggling with. The first thing I learned was there were three distinct groups of people who worked there: Managers, Manager Wannabes and Employees.

      The managers held the title Manager and talked incessantly about the problems created by the manager wannabes and employees. They, you see, were not employees—they were managers. As such, they had no responsibility for creating any problems; they just had to keep cleaning up the mess.

      The manager wannabes were former employees who had been promoted to a supervisory position. This group complained incessantly about the employees and took every opportunity they could to make it clear to the employees that they wielded power and authority. What they pined for, however, was the prestige and status afforded to the managers.

      Finally, the employee group: the group without whose labor the managers and manager wannabes would have no jobs. They complained incessantly to the managers about the manager wannabes. The main complaints were that the wannabes ruled with tyrannical power and were generally incompetent in the first place.

      With my firm understanding of the long-entrenched pecking order within this company, I was called to a meeting with the Director of Operations, a well-intentioned man who could not figure out why his staff was so unmotivated. Sure, they met the production rates, but employee morale was in the toilet, absenteeism was rampant, supervisors were acting like vigilantes, and the management team was overwhelmed with the difficulties. As he explained all the programs he had put in place to improve motivation, I took notes:

      • Free transportation to and from work (the facility was 45 minutes out of town).

      • Family tree in the main entrance had pictures of all the employees hanging from its branches.

      • Compensation and benefits equivalent to other facilities within the company.

      • Suggestion box in the lunchroom.

      • Formal recognition program—employees earned points for company merchandise every month if production goals were met. (Merchandise included such things as water bottles, T-shirts and sweatshirts to market umbrellas, luggage and the coveted leather bomber jacket.)

      • Annual company picnic.

      • Emphasis on equality and fairness (the keeper of this was a manager who had been with the company since its inception. She had a photographic memory for details of who got what, what the circumstance was, what decision was made—every detail right down the color of socks the employee was wearing at the time, I’m sure. This exacting recollection was useful, but more helpful was the fact that almost every incident that had ever occurred was etched in stone as a policy to be enacted in the exact same way should that circumstance ever reoccur.)

      I left the meeting ready to explore these motivation programs and perhaps improve them or develop new ones. The culture in this company was very strong, however, and, as a manager, I was quickly indoctrinated into the manager’s philosophy. I analyzed the motivation programs from this perspective and concluded that the programs were excellent; the problem was the supervisors.

      We took immediate steps to improve the quality of supervision. The manager wannabes who could not get on board with treating their direct reports as humans were let go, and conditions seemed to improve for a while, but in a relatively short period of time, absenteeism slowly started to creep up and morale went down again. So much for my theory about the supervisors! We tried new programs like birthday recognitions, pizza once a month, monthly newsletters, an absenteeism program where employees could earn even more company merchandise, safety recognition awards, employee of the month... You name it, we tried

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