INTRODUCTION Fifty years ago, motivation techniques were much different from today.

Many people question whether the motivation techniques of yesterday are still good today. With a stable economy, high standard of living, and a low unemployment rate, it may seem that not many things can motivate employees today. However, greediness is part of human nature. People always want more and never seem satisfied with what they have. Nelson (1996) states that most motivational techniques are essentially the same as in previous years. Perhaps, however, basic physical needs do not have as much impact in motivating employees today. Other factors that have a tremendous impact are recognition, respect, involvement, advancement, and interesting and meaningful work (Nelson, 1996). MOTIVATION STRATEGIES Consider the differences between motivational methods of managers in non-profit organizations or for-profit organizations. What if a manager did everything he or she could, from a careful selection process to extensive employee training, yet did not get the desired performance from his or her employees? What else could a manager do? Different methods of motivation may yield the answer. Many people believe that management cannot motivate employees. Robbins and Coulter (1996) state: "Many people incorrectly view motivation as a personal trait, which they cannot change. It means some employees have it and some do not. Some employees are motivated and some are not. Managers must create the environment for employees to exert their efforts. Managers must be approachable by the employees in such a way that we can see and understand what our employees need and want." If motivation is a personal trait, it is questionable whether one can change a trait. Motivation has been defined as the "willingness to exert effort to achieve the organization's goals, conditioned by this effort's ability to satisfy individual needs" (Robbins & Coulter, 1996). This leads to the beginning of motivation. Motivation varies between and within individuals at different times. The art of motivation is a process of changing one's willingness to exert effort. Many early theories of motivation were formed in the 1950s. Three of these theories are the hierarchy of needs theory, theory X and Y, and the motivation-hygiene theory. Abraham Maslow's hierarchy of needs theory illustrates five human needs that motivate people. These needs are ranked in order of importance starting with physiological needs that are the basic needs for food, clothing, and shelter. Next are safety, social, esteem, and self-actualization needs. Theory X and Y are simpler than Maslow's hierarchy of needs theory. "Theory X assumes that employees dislike work, are lazy, seek to avoid responsibility, and must be coerced to perform. On the other band, theory Y assumes that employees are creative, seek responsibility, and exercise self- direction" (Robbins, 1996). "According to the motivation-hygiene theory, different factors can cause employees satisfaction or dissatisfaction with their jobs. Factors such as recognition, achievement, advancement, and growth can trigger motivation. They call these factors motivators. Motivators, such as salary, working condition, status, and security are called hygiene factors, which tend to eliminate dissatisfaction" (Robbins, 1996).

McNerny (1996) states: "Motivating employees is a very challenging task because of the varying needs and desires that drive employees' behavior. No single theory can guide efforts to bolster employee motivation since they are not purely economic, social, political, or psychological beings." DeCenzo (1996) defines motivation as "the willingness to do something, conditioned by the action's ability to satisfy some need." A want or desire is an individual need. Non-profit and for-profit companies still face the same basic challenges of motivation. An inherent key to being a good manager is spending time with employees, paying attention to their concerns, and trying to understand what they want and need in order to do a better job. After discovering what employees' needs are, human resource managers work to meet those needs while considering the goals of the organization. MANAGING EMPLOYEE NEEDS Deprivation is a state of having unfulfilled needs. Unfulfilled needs cause tension. If tension is left unchecked, it may become dysfunctional. DeCenzo (1996) states that: "Dysfunctional tension is [similar to] negative stress or apathy." An employee will try to fill the need for only so long, and if the need is not filled the situation may become hopeless. An employee may become so overwhelmed trying to fill the need that sense of not caring will manifest itself in the employee's day-to-day work activities. Employees may become disillusioned and just not care any more when they are made to feel insignificant. When management strives to make employees believe that they are a critical part of their work environment and are key to the organization's success, employees may become more productive. Many managers believe that when an employee seeks a true reward (a need satisfied) and if he feels it is in proportion to his effort exerted, then management has motivated that employee. The employee then may lapse into a calm state. His need is satisfied and his tension is relieved. Spitzer (1990) offers several true human desires. Spitzer's list of human desires corresponds closely with Maslow's hierarchy of needs. The list shows the essence of everyday needs and wants: 1)The desire for activity reflects human orientation toward stimulation. People strive to be active and engaged, and to enjoy life. 2)People want ownership; they have a love of possessions. 3)People have the desire for power and want to make choices. They desperately want control over their own destinies. 4)People strive for affiliation because for many people work is the major source of social interaction. 5)The desire for competence is important because competence may be the most fundamental human desire because humans depend on it. 6)The desire for achievement; everybody thrives on some form of success. 7)People show a desire for recognition. Everybody wants to feel appreciated by others, to be positively recognized for his or her merits and contributions. In a popular management book, Why This Horse Won't Drink: How to Win and Keep Employee Commitment, Ken Matejka (1990) wrote: "...the higher level needs involve the following: 1) Creating task challenges, 2) Creating opportunities for growth, 3) Sharing control through delegation, 4) Sharing ownership,

5) Building group and team identity, 6) Giving recognition, and 7) Building trust and respect." Matejka states that a true leader must find out what his people are pursuing. Leaders must understand how to help peers and subordinates meet their needs. Managers can then begin to help employees reach company goals. Good managers empower employees by helping them to realize that after many years of getting each step approved and working within limited boundaries, employees are free to pursue their needs. A key to empowerment is to delegate responsibility and duty. If managers assign a task to an employee without assigning accountability along with it, they have not truly delegated. Employees must accept responsibility and decide for themselves a course of action. Many employees are not accustomed to a style of management that uses empowerment. Thus, employees are not given the opportunity make decisions. The text Managing Transitions by William Bridges offers insight for resolving empowerment barriers. Two other types of positive motivational are intrinsic and extrinsic techniques. Intrinsic techniques tap the positive satisfaction an employee gets from the job itself. Extrinsic techniques are rewards an employee gets from the employer such as money, a promotion, or benefits. Job enrichment is one form of an intrinsic motivational technique used in highly technical jobs such as medical research in non-profit organizations. Because of the nature of non-profit organizations, motivating employees can be difficult due to the lack of financial rewards. These organizations focus on intrinsic rewards as the main source of motivation because they cannot focus their reward system on financial bonuses. If the non-profit organization gave financial bonuses, explaining to customers and clients the reasons for the bonuses could be difficult. Customers might perceive the bonuses as extra money that could enhance the organization. Basic merit rewards, praise and verbal recognition, challenging work, and growth and development opportunities are what motivate a non-profit organization's employees.
Extrinsic rewards are motivational techniques that involve money, promotions, or benefits. An article in the May 1994 Personnel Journal, "Motivating Creative Employees Calls for New Strategies," states that traditional incentives for motivation are not always attractive to some individuals. Royalty compensation is a plan developed as an incentive by companies for key research and development personnel to participate in the commercial success of the products they create. Despite the enormous potential of royalty compensation, few companies offered such incentives in the late 1990s. Companies are more likely to recognize employees with financial bonuses based on a percentage of the company profits. Sometimes companies institute variable pay policies where they pay bonuses based on the

department's financial performance. Though royalty compensation is not widely used, its proponents believe that the advantages of using this method of incentive outweigh the disadvantages. Monetary rewards have some drawbacks. Employees are paid for the job that they are hired to do, which generally is the function of the compensation policy of a company. Drucker (1973) states: "Merit raises always are introduced as rewards for exceptional performance. In no time at all they become a right. To deny a merit raise or to grant only a small one becomes a punishment. The increasing demand for material rewards rapidly is destroying their usefulness as incentives and managerial tools. Cash awards in some instances have a de-motivating effect. It reduces teamwork as employees primarily concentrate on individual cash gains."

Nelson (1996) found that money was not a top motivator. In a research study of 1,500 employees in a variety of work settings, employees reported that personalized, instant recognition was one of the most powerful tools of motivation of the 65 potential incentives evaluated. Employees acknowledged that recognition as simple as taking the time personally to thank an employee for something that they did well was motivational. The act of delivering simple, direct praise for a job well done is easy to do, yet many managers do not do it. As a result, many managers deny the company and the employees of one of the most powerful forms by which to shape and reinforce desired performance. People who are buying a house, or have children in college, or have heavy financial obligations to meet, are more aware of monetary rewards. However, if the employee is not financially burdened, recognition of quality work may have more significant value than monetary rewards. Recognition is not just for the employee who did well. It also sends a message to other employees about the type of performance noticed in a company. Valuing the differences and needs of employees in the work environment is vital. When employees do not feel valued, their performance suffers. Different cultures place value on widely different things. There are many issues that managers face with a diverse work group. Despite the type and scope of some programs, work-life benefits are designed to support the needs of a diverse labor market and are good strategies for increasing company productivity and profits. Nelson (1996) notes ten things that managers need to do to motivate employees. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Personally thank employees for doing a good job. Thank them one-on-one, verbally, in writing, or both. Give praise often, sincerely, and in a timely manner. Be willing to take the time to meet with and listen to employees as much as they need or want. Provide specific feedback about performance of the person, the department, and the organization. Strive to create a work environment that is open, trusting, and fun. Encourage new ideas and initiatives. Provide information on how the company makes and loses money, upcoming products, and strategies for competing in the marketplace and how the person fits in the overall plan. Involve employees in decisions, especially when those decisions affect them. Provide employees a sense of ownership in their work and the work environment. Recognize, reward, and promote people based on their performance. Deal with low and marginal performers so that they either improve or leave. Give employees a chance to grow and learn new skills. Show them how management can help them meet their goals within the context of meeting the organization's goals. Create a partnership with each employee. Celebrate successes of the company, the department, and of the individuals in it. Take time for team- and morale-building meetings and activities. CONCLUSION The use of positive motivational techniques must be consistent and timely in order to be effective. Proper use of positive motivation is critical for managers in today's constantly changing business environment. How well managers use these techniques to motivate employees directly affects the productivity and efficiency that employees need to compete in business today. Companies with effective motivational programs continue to have the extra edge needed to stay ahead of their competitors and lead in their respective industries.

REFERENCES

DeCenzo, D.A. & S.P. Robbins (1996). Human resources management (Fifth Edition). New York: John Wiley & Sons, Inc. Drucker, P.F. (1973). Management: Tasks, responsibilities, practices. New York: Harper & Row,

Publishers, Inc. Matejka, K. (1990). Why this horse won't drink: How to win and keep employee commitment. New York: AMACOM. McNerney, D.J. (1996). Employee motivation: Creating a motivated workforce. HR Focus, 73(8), 14.

Motivating creative employees calls for new strategies (1994). Personnel

Journal, (5). Nelson, B. (1996). Dump the cash, load on the praise. Personnel Journal, 75(7), 65.

Robbins, S.P. & M. Coulter (1996). Management(Fifth Edition). Englewood Cliffs, NJ: Prentice Hall, Inc.

Spitzer, D.R. (1990). Super-motivation: A blueprint for energizing your organization from top to bottom. New York: AMACOM.