Improving Employees’ Job Satisfaction to Increase Motivation

When trying to find fresh ways to motivate your staff, look at the work they’re doing. Trying to encourage employees whose work is tedious, uninteresting, or imposed on them can be a challenge. You should instead try to make your employees’ jobs more enjoyable by:

  • Changing pace. Increase the number of duties and tasks that are performed at work. Your employees will be more motivated if they are able to use a variety of different abilities in their roles, rather than just one specific skill.
  • Job shadowing, extended learning courses, and cross collaboration with other teams in your company are all ways in which you can diversify your team’s skill set.
  • Encouraging self-reliance. Employees should be able to make their own decisions and take responsibility for their job.

If an employee feels that they are being micromanaged or restricted in their work, they will be less motivated to do their best work. Providing employees with some degree of autonomy can lead to an improved work environment and, consequently, increased productivity.

Staff feel a higher sense of responsibility when their performance is directly linked to their own abilities and motivation.

It’s possible to give any function greater autonomy by empowering employees to take on more responsibility for their work and initiatives.

As a leader, you may find it tough to delegate some of the responsibilities, but it will benefit your team in the long-run.

Increasing the impact. Employees should be assigned initiatives that have a greater impact on the organisation, and their work should be communicated to others.

You can increase the influence on employees by doing the following:

  • Giving employees a sense of how their efforts are making a difference.
  • Explaining how an employee’s job contributes to the overall success of the organisation.
  • Providing employees with work that is in line with their ideals or that they find personally rewarding.
  • Encouraging staff participation in all phases of a project.
  • Making performance statistics more accessible so that employees can see how their efforts are reflected in the bottom line.
  • Recognise and congratulate your staff for their achievements.

Acquiring harmony. You should look for ways to help employees’ work line with their own talents and interests. You may achieve job alignment by:

  • Remaining in constant contact with workers to discuss their abilities, interests and aspirations.
  • Allowing people to do work that is in line with their interests and abilities.
  • Explaining how an employee’s current work will help them gain the experience, abilities, or competencies that they need to achieve their future objectives.

Making it more challenging. Employees should be encouraged to work towards incremental goals and assign duties that need advanced expertise.

For employees, completing a challenging task provides a sense of accomplishment, pride, and compensation for their efforts, making it more enjoyable. Employees are more likely to rise to the occasion if you challenge them to a high goal or stretch their abilities and show trust in them.

Employees get a sense of accomplishment when they are given challenging tasks. To avoid complacency and stagnation, avoid mindless or easy work.

You can make your employees’ jobs a little more challenging by:

  • Setting goals that are both big and small.
  • Assisting the individual in making their own decisions about how to complete a task.
  • Assigning tasks that need a high level of expertise.
  • Assigning staff creative or problem-solving assignments.
  • Providing constructive criticism.

Don’t forget to keep an eye out for your company’s upcoming projects, requirements and opportunities. Make it a habit of putting yourself in your team’s shoes to see if there are any tasks that can help keep them engaged.

Take baby steps. Overhauling an employee’s job in one fell swoop won’t likely be possible.

As a result, it’s best to get your feet wet slowly. Ask yourself, “What is one thing I can accomplish?” As a basic example, you may ask your employee’s opinion on a team decision that you would have made without consulting them.

The key takeaways

Employees will be more motivated if they are able to use a variety of different abilities in their roles, rather than just one specific skill.

You should look for ways to help employees’ work align with their own talents and interests.

It’s possible to give any function greater autonomy by empowering employees to take on more responsibility.

Employees should be encouraged to work towards incremental goals and assign duties that need advanced expertise.

Challenging tasks provide a sense of accomplishment, pride, and compensation for staff efforts.

Overhauling an employee’s job in one fell swoop won’t likely be possible, so it’s best to get your feet wet slowly.

Factors that Influence Motivation

Employee motivation has been a hot topic in studies on teamwork and corporate management. This is because employee motivation has a direct impact on the bottom line of your company. Increasing employee motivation, for example, has been shown to:

  • Increase productivity by as much as 70%.
  • Increase your company’s revenue by 12%.
  • Boost staff retention by 10%.

So, if you want to improve the success of your company, you must increase staff motivation!

How Can You Motivate Your Employees?

Employees that are more engaged are more productive, have more energy, and take pleasure in their work, according to the Gallup organisation. This is unsurprising, considering that the majority of people say they want to do a good job.

If your staff has been struggling with motivation, here are some strategies for getting them back to being fully involved in their work:

A positive corporate culture — People thrive when they are encouraged to do their best work. This can be accomplished by creating a company culture that:

  • Encourages a sense of accomplishment and pride.
  • Encourages employees to advance their careers.
  • Encourages people to stay and succeed.
  • Creates a sense of belonging among employees.

Positive feedback — The more positive feedback you provide, the more motivated your employees will be. Your employees will begin to sense that “good vibe” about your company if you continually give positive feedback, and they will be more motivated to put up their best effort. Your team will become more productive as a result.

Challenges – Providing challenges to your employees keeps them engaged. You offer them something to work towards when you give them a challenge. They’ll be more interested with their task since they know you’ll enjoy it if they succeed.

Employees want to know that their success is important to you. Employees feel more supported and hence more driven when you take the time to engage with them and learn about what they’re up to and what they care about. You can also encourage your staff to present a positive image of the team by providing incentives such as:

  • Social gatherings
  • Team spirit in sports
  • Dinner with colleagues

These are just a few ideas for inspiring your staff to give it their all. A mixture of these, on the other hand, may be effective. It may take some trial and error, but if you stick with it, you’ll eventually come up with something that works for your team.

You’ll also discover that, in addition to working with your team, you may assist them in other ways by concentrating on topics like:

Training – If you’re looking for a way to keep your team motivated, training is a terrific option. Employee training on your company’s beliefs, goals, processes, and standards will assist them understand what is expected of them and help them work together more effectively.

Communication – It’s critical to assist your personnel in getting to know one another. They can help and encourage one other in this way, and they can work well together as a result.

Career advice – Having a mentor is another excellent approach to motivate your staff. You can inspire your employees to think about their future career and set their own goals if you can get them into a situation where they can have a mentor.

Work-life balance — It’s critical to assist your staff in getting rest, breaks, and nutritious food.

Employee appreciation – If your organisation already performs something like this, make the most of it. A small token of appreciation, such as a handwritten note or a gift, can mean a lot to your employees.

Reward your team – If you know how to encourage your team, it doesn’t take much. If you’ve tried a variety of methods for inspiring your staff and none of them have worked, it’s time to start over. Reward your staff for their hard work and willingness to attempt new things.

The key takeaways

Employee motivation has been a hot topic in studies on teamwork and corporate management.

Employee motivation has a direct impact on the bottom line of your company. Increasing employee motivation can increase productivity by as much as 70%, increase your company’s revenue by 12% and boost staff retention by 10%.

If you’re looking for a way to keep your team motivated, training is a terrific option. Employee training on your company’s beliefs, goals, processes, and standards will assist them understand what is expected of them.

You can inspire your employees to think about their future career and set their own goals if you can get them into a situation where they can have a mentor.

What is Motivation?

Motivation is the force that propels people to take action. It refers to the underlying factors or forces that motivate you to work towards a goal that is important to you.

The success of your team is determined by a combination of ability and motivation. They must have the necessary skills and resources, but they must also be motivated to take action.

Motivation and organisational outcomes, such as productivity and employee work satisfaction, are inextricably linked. Consider the following intrinsic and extrinsic motivators that you could use to motivate your team:

Internal motivators are known as intrinsic motivators. Internal motivations include the desire to develop, make a difference, attain a goal, or take pride in one’s work. Individually interesting or engaging work is also an intrinsic motivator.

External motivators are known as extrinsic motivators. External rewards can include monetary incentives, status, recognition, or respect.

Team members’ motivations can differ. What motivates you may not be the same as what inspires your colleagues. That’s why it’s critical to talk to your team about their motives, observe their behaviours, try out new techniques, and check in with them on a regular basis.

Add and subtract. Identifying which elements contribute to — or detract from — employee satisfaction is a simple method to approach motivation.

Employee satisfaction may be increased by factors such as autonomy and equity, whereas employee satisfaction may be decreased by problems such as uncertainty and bureaucracy. Then, strive to improve the things that contribute to satisfaction while reducing the ones that detract from it.

The key takeaways

Motivation is what drives people to act. It refers to the underlying influences or forces that initiate behaviour and move you to work toward something of value to you.

Motivation and business outcomes like productivity and employee job satisfaction go hand in hand.

Consider the different ways that you might inspire your team through intrinsic and extrinsic motivators.

What motivates you may not motivate your team, so it’s important to understand your team’s motivations.

Transforming a Negative Team Culture

Negative team cultures have a detrimental impact on team camaraderie, productivity, morale, and retention. Within these cultures, you’re likely to spot several telltale signs such as mistrust, gossiping, bullying, cutthroat competition, fear, and dissatisfaction.

To transform a negative team culture into a positive one, you need to remove the negative behaviour patterns.

How do you do that? The key is to focus on the people as the first step to improving the team’s performance and culture.

People can have a positive attitude in spite of a negative environment because it is people who can adapt the best, the most rapidly, and make the most difference to the team’s success.

To get to this point, you have to deal with the behaviour patterns of the negative team members.

Let’s begin with those who are in a negative state and then work towards the positive.

People in a negative state

The negative team members may:

  • Feel stressed
  • Be tired
  • Be frustrated
  • Have little to no trust in each other
  • Have poor communication skills
  • Have poor work ethics
  • Feel like they are part of a big machine
  • Be apathetic
  • Be disorganised
  • Be afraid
  • Feel insecure

People who are in this state are hard to deal with. These people create a lot of tension and stress that are hard to handle.

To create a positive team culture, you need to deal with these people’s negative behaviours.

You can start by focusing on the people and get them to talk about their experiences with the negative behaviour.

The first step: Focus on people as your key to success

You need to understand that these negative attitudes and behaviours are not “who you are” as a person.

You can’t allow these people to drag you down as they drag themselves down. It is vital to recognise that these negative people are like a disease that spreads to others. It can also be contagious because it impacts your team’s attitude and makes them act in a similar way.

You can use the negative team members as a means to your end by using them as a focus group. You should do this before doing anything else on your team. A focus group is also a good way to find out the opinions and thoughts of your team.

Make a list of the negative members of the team so you can address them and the problems that they cause. This is essential to managing the negative team members.

Doing this will help you to identify the areas that you need to work on and can get you to focus on people and their needs.

By focusing on people, you can create a culture that will bring people out of their shells. For example, it is easy for a team to get locked up in a “silo” or group that seems to go their own way and does not listen to other team members. By focusing on people, you can break down walls and prevent people from being lost.

The second step: Give people the confidence they need

When people feel confident, they can take action in a positive way. If your team members don’t feel confident, they will continue to create problems and negative attitudes and behaviours.

The main thing that you need to do is to make sure your team members know that they can do great things and have confidence in themselves.

You can use the following techniques to make sure your team is confident:

  • Help the team members know that you will help them solve the problems they are facing
  • Make sure the team members feel heard and that their concerns are understood
  • Create high-trust environments
  • Allow team members to take the lead in their areas of responsibility
  • Make sure the team members are treated with respect and dignity

The third step: Get a team culture

Creating a team culture doesn’t happen overnight. It starts with you. In a new team culture, you have to work hard and continuously create an environment where everyone understands how to work together.

The main thing that you need to do is to get to know the team members and to become their friends.

You will have to spend time with them outside of work, get to know their strengths and weaknesses, and understand their personal history.

If you do all this, you will start to see that the people you hired are who they say they are. You will see that they are kind, caring, trustworthy, hard working, and committed to making a difference in the community.

In addition, if you work hard to create a team culture and create an environment that is inclusive, then your team will grow strong and together they will be able to create a culture that works for them.

The key takeaways

To transform a negative team culture into a positive one, you need to remove the negative behaviour patterns.

The key is to focus on the people as the first step to improving the team’s performance and culture.

Then, create a customised repair strategy that relates to your team’s diagnosis.

Finally, implement that plan by communicating expectations and setting universal standards.

Changing your organisational culture is a large undertaking. It takes time and commitment.

But by following the above strategies and remaining patient, you’ll start to see gradual improvements and—eventually—create a positive team culture that’s worth bragging about.

Building a Positive Team Culture

Developing a positive or “ideal” team culture isn’t something that can be done in a day. It will take time and effort to establish one for your team, but it will be worthwhile.

A common vision is the first step in creating an ideal team culture. The team can see what they’re working for, what they’re strong at, and what’s expected of them with this shared vision. Employees must understand how they can contribute to the success of their team.

The way you communicate with your staff determines the culture of your organisation. The way your team communicates frequently produces a negative team culture and can lead to low morale. You must communicate with your team on a regular basis if you want to foster a positive team culture.

Building relationships within your team is another method to foster a positive team culture. Relationships with other team members and your management can be developed. If you want to strengthen your team’s connections, you must trust and respect your teammates, as well as trust that they trust you.

When team members have faith in one another, they are more open to discussing concerns, questions, and triumphs. When you trust your team members, they will feel more at ease speaking with you and will be more willing to offer their ideas.

The most effective team culture, on the other hand, is one in which team members have a healthy interchange of respect. The work ethic of your team members reflects a healthy team culture. Your team members must be willing to put forth their best effort, even if they have something better to do.

Your team members need to feel they have ownership of their work. Your team members need to feel like their work is respected and that their opinion is valuable. If they feel this way, then they’ll work hard to create the best work possible for your team.

Feedback from all team members can help to strengthen the team culture. Feedback is a vital part of establishing and maintaining a positive team culture, as it aids in the development and strengthening of relationships among team members.

Recognise that each member brings their own strengths and shortcomings to the team in order to build the most successful team culture. Some team members are better at working with a single individual or group of people, while others are better at working with other people or in different roles.

A team’s capacity to fulfil organisational goals requires not only a healthy team culture, but also the ability to effectively work together.

By having clear team goals, identifying and acknowledging your team members’ skills and weaknesses, and cultivating a healthy team culture, you may build your team culture. Your team members will put out their best effort and be willing to share ideas and thoughts if they respect one another.

The key takeaways

Employees can feel and perform at their best when they work in a positive team culture. Employees on these teams share a common vision, communicate often, and form great relationships. They also have mutual trust and respect, a sense of ownership over their work, and are driven by their jobs.

To create such a culture within your team, you’ll need to instil a sense of purpose and prioritise open communication. Employees must also be kept motivated by encouraging learning and development and assisting team members in forming social connections.

If you follow those steps, your employees will most likely be happier, less stressed, and more loyal. Engagement and performance will both improve. And soon, even more great talent will be knocking on your door.

The importance of consistency cannot be overstated. Developing a positive team culture is a long-term process. It necessitates consistent effort and commitment. Allow some of these best practises to fall by the wayside, and your culture may suffer as a result. Be consistent. Long-term, continuous efforts are the ones that pay off the most.

Creating a Strengths-Based Culture

A strengths-based culture lays the foundation for a versatile, talented workforce. But what does it take to build such a culture? The key is to weave a strengths-based mentality throughout all organisational levels.

There are 5 strategies Gallup suggests to create this empowering culture by setting a foundational strategy and structure for it.

Leadership alignment: setting the stage for a Strengths-based culture. This has to start at the top, and those at the top need to buy in for the culture change to be effective.

Management alignment: developing teams and employees through the lens of Strengths. People don’t leave companies as much as they leave managers. Finding the right people to manage is essential — and challenging — and they must be empowered with the tools to develop employees.

Internal communication: generating awareness and enthusiasm for Strengths. This can be fun and involve t-shirts, StrengthsFinder happy hours with Strengths-based activities or posting the Strengths of team members where everyone can see them.

Coaching: building a network of Strengths experts and advocates. Incorporate a few on-site Strengths advocates to act as resources for your team. This assures everyone that your organization is serious about sustaining Strengths.

Performance management: focusing on development and recognition of employee Strengths. Performance plans are out; development plans are in. Understanding the most powerful way to encourage the development of employees, using Strengths, improves both morale and performance.

Strengths community: making Strengths an integral and natural part of the organization’s day-to-day policies and rituals. Using a team grid, considering who may be best at what task through a Strengths lens, and incorporating the language in meetings are all ways to build the community around this shared language.

Researched at: https://www.gallup.com/cliftonstrengths/en/290903/how-to-create-strengths-based-company-culture.aspx

Types of Team Cultures

When a group of people work together, they form a culture. A company’s culture is shaped by regular employee habits, beliefs, and values, and that culture affects practically every facet of how a company operates.

While no two businesses are alike, and each has its own culture, there are some common characteristics among them. And it is based on these characteristics that a company’s culture is determined.

A culture type allows you to categorise businesses into groups and, looking at
similarities and differences, distinguish one organisation from another.

To differentiate between team cultures, you can generally place a company into one of four categories:

  • Adhocracy
  • Hierarchical
  • Clan
  • Market-driven

Adhocracy. Adhocracy is built on innovation, change, and adaptation and follows an unstructured corporate structure. In modern fast-paced corporate settings, business is a fast-paced environment. Employees are encouraged to take chances and stretch their abilities,
experiment and flex their creative muscles.

Hierarchical. A hierarchical culture is structured and formal. These traditional top-down management approaches are used by businesses, with firmly defined roles and responsibilities.

They’re noted for their consistency and uniformity at corporate levels.

Clan: Clan culture is modelled after a family. This culture is, above all, devoted to the team. It promotes a one-for-all, all-for-one mentality. And, rather than encouraging employees to compete with one another, a clan culture encourages them to work together, promoting cohesion, collaboration, and mentorship.

Market-driven. Market-driven cultures are results-driven and goal-oriented. Market-driven cultures are the most aggressive of the four culture types. These cultures are built on competition—both internal and external.
And they prioritise achievement and concrete results.

The key takeaways

Companies can be classified into culture types based on their similarities and variances. There are four basic culture types, however there is no such thing as a “correct” culture or a “one-size-fits-all” type.

Some businesses are adhocracies that place a premium on invention and creativity, while others are not.

Others use a hierarchical approach and place a premium on structure and uniformity.

And while some businesses are clan cultures that encourage collaboration and consensus, others are market-driven businesses that place a premium on competitiveness and profit.

Each of the four cultural types has advantages and disadvantages, and successful businesses can fit into any of them.

Keep in mind when deciding on your culture type that you can choose one of these cultures to operate under, or you can construct your own bespoke blend by combining elements from each culture type that appeal to you.

Culture can change. What are the most essential benefits to you as a business? What drawbacks do you think you’ll be able to live with?

You can make gradual changes and adopt a new style if you’re currently employing a cultural type that doesn’t fit those responses.

Culture is not static. You have the ability to alter things. Continue to learn about these four cultures, and then move on to the next step and make a decision about where your company’s values lie.

What Is Team Culture and Why Does It Matter?

Within an organisation, team culture fosters community. It refers to how employees at a company think and perform. It consists of the shared behaviours, practises, rules, beliefs, values, and attitudes of a group.

When employee activities align with your company’s vision, values, and strategy, you have a strong team culture. When those practises are either not visible to your employees or people opt not to follow them, your team culture is weak. Simply put, culture is determined by your actions.

And the stronger your team culture is, the more employee activities are aligned with your organisation’s aims.

A strong team culture has various advantages, including:

  • reduced need for explicit regulations
  • a strong corporate identity
  • enhanced employee engagement, and
  • a higher possibility of attracting and retaining the right talent

—all of which make a strong team culture a worthwhile aim to pursue.

Culture is created by people. It’s easy to point to items your company has—like free coffee in the break room—or things your organisation says—like the mission statement in your employee handbook—when establishing your team culture.

Culture, on the other hand, is formed by people, not by things or sayings.

So take a look around your office, pay attention to how people interact with one another, and notice the strategies that employees use, because those are the aspects that make up your corporate culture.

The key takeaways

Within an organisation, team culture refers to how employees at a company think and perform.

It consists of the shared behaviours, practises, rules, beliefs, values, and attitudes of a group.

The stronger your team culture is, the more employee activities are aligned with your organisation’s aims.

A strong team culture has various advantages, including reduced need for explicit regulations, enhanced employee engagement, and a higher possibility of attracting and retaining talent.

Getting to Know Employees’ Strengths, Interests, and Values

How often have you thought about sitting down with your staff and saying,

“I’d love to find out what you find intriguing in this job; what components of your work you find meaningful; and are there any modifications we can do to make your job a little more exciting?”

Now is the time for leaders to reflect and say, “I haven’t always learnt as much as I should have about my employees’ values, interests, strengths, and motivations, and what better time than now?”

Getting to know people is at the heart of developing others. Think about their:

  • Strengths. Understanding the qualities of each member of your team is the first step towards maximising their abilities.
  • Interests. Before you can assist someone to grow and develop in a way that is meaningful and gratifying to them, you must first understand their interests.
  • Values. Similarly, if you don’t know what motivates your staff, you’ll struggle to keep them motivated.

It sounds easy to get to know your employees, and it is.

  • Spend time with the individuals in your team.
  • Have open and honest discussions with them about their passions, objectives, and priorities.
  • Pay attention to their distinctive abilities and viewpoints at work, as well as who they are and how they spend their free time.

You may assist employees in establishing a career that lets them do what they enjoy while still being effective at it by identifying and using their strengths, interests, and values.

This translates to contented employees and a productive team.

Don’t be shy. People enjoy talking about what they’re good at, what they’re enthusiastic about, and what matters to them.

Just ask if you have any reservations or questions about someone’s abilities, interests, or values.

The key takeaways

Getting to know people is at the heart of developing others.

Understanding the strength, interests, and values of each member of your team is the first step towards maximising their abilities.

If you don’t know what motivates your staff, you’ll struggle to keep them motivated.

You can assist employees in establishing a career that lets them do what they enjoy while still being effective at it.

How to Conduct Effective One-on-Ones

‘One-on-ones’ are scheduled regular meetings managers have with individual team members.

The goal is to check in, assess how things are going, and address any specific needs or career advancement opportunities.

These meetings last roughly 30 minutes on average.

Here are a couple of manager tips for the meeting:

  • Encourage new hires to participate actively in the conversation. Request that they arrive with questions or conversation ideas in mind.
  • Ask probing questions to elicit feedback or gain a better grasp of a direct report’s issues, objectives, and preferences.
  • Stick to a straightforward meeting format. Begin with their talking points, then add a couple of your own, and conclude with action items.

Managers and team members benefit from thoughtful one-on-ones because they foster trust, communication, and regular feedback. They can be used to set expectations, identify and resolve issues, and find new ways to energise and engage your team.

Keep project updates to a maximum of five minutes during your meeting. While discussing where an employee stands on a project or job is a simple topic to broach, it’s not the most productive way to spend your one-on-one time together. Keep the update to five minutes and then go on to more employee-specific topics.

The key takeaways

‘One-on-ones’ are regular manager scheduled meetings with individual team members.

The goal is to assess how things are going, and address any specific needs or career advancement opportunities.

These regular catch-ups can be used to set expectations, identify and resolve issues, and find new ways to energise and engage your team.

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