MOTIVASI Cara-cara motivasi tanpa ganjaran kewangan 1. Recognition/Attention.

When your employees accomplish something they have achieved something. Your recognition is appreciation for that achievement. I believe that most managers don't give enough recognition because they don't get enough. Therefore, it doesn't come natural to do it. If this applies to you, you need to drop this excuse like a bad habit! ecome a giver! !ook at the price. "ecognition is free! 2. Applause. # form of recognition yes, but a very specific form. $hysically applaud your people by giving them a round of applause for specific achievements. Where% When% The ans&er is &herever and &henever. #t meetings or company'sponsored social gatherings, a luncheon, or in the office. #t the end of a shift, before a shift, and &henever possible in the middle of a shift. (sing pla)ues or trophies is another effective &ay of applauding your people. #lthough *&ooden applause* is often successfully used in the form of +mployee of the ,onth pla)ues, more creative ideas are sorely underutili-ed. Take the time to be creative, matching special accomplishments &ith uni)ue a&ards. 3. One-on-One Coaching. .oaching is employee development. Your only cost is time. Time means you care. #nd remember your people don't care ho& much you kno&... until they kno& ho& much you care. Whenever the emphasis is on positive feedback, I make sure to do this coaching in *public.* Whenever you recogni-e and encourage people in *public,* it acts as a natural stimulant for others &ho are close enough to see or hear &hat's taking place. 4. Training. Is training ever finished% .an you possibly overtrain% /0 and /0. 1or &hatever reasons, too many people feel *,y people have already been trained* or *I've got good people...they only need a little training.* ut training never ends. 2chedule *tune' up* training sessions. These should be led by you or by a supervisor &ith help from specific employees &ho sho& a particular strength in the skills taught. I kno& this takes time, but these types of training sessions &ill continually enhance the performance of your people and the productivity of your business. . Career Path. Your employees need to kno& &hat is potentially ahead for them, &hat opportunities there are for gro&th. This issue is a sometimes forgotten ingredient as to the importance it plays in the overall motivation of people. 2et career paths &ithin your organi-ation. 3o you promote from &ithin% I hope you can ans&er yes to that. #lthough specific circumstances re)uire you to look for talent outside your company you should al&ays first consider internal
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personnel. If you do this you are sending a very positive message to every one that there are indeed further career opportunities &ithin your organi-ation. !. Job Titles. When you talk about 4ob titles you are tapping the self'esteem of people. 5o& someone feels about the &ay they are perceived in the &orkforce is a critical component to overall attitude and morale. $icture a social gathering that includes some of your staff. The sub4ect of &ork inevitably comes up. Will your people be proud, or embarrassed, to share their title and &orkplace% The importance of feeling proud of &ho you are and &hat you do is monumental. e creative as you think of possibilities for titles. 5ave your staff come up &ith ideas giving them input into the titles. ottom line, you are dealing &ith pride...and pride enhances a positive attitude...and a positive attitude is the foundation for continuing success. ". Good Work En iron!ent. # recent industry study sho&s 4ust ho& inaccurate your results can be. +mployers &ere asked to rank &hat they thought motivated their people and then employees &ere asked to rank &hat really did motivate them. +mployers felt *&orking conditions* &as a nine 6or next to last7 in terms of importance. What did the employees say% /umber t&o! Working conditions are very important to the &ay employees feel about &here they &ork. .osmetically, does your office look nice% #re there pictures on the &alls, plants and fresh paint among other features that generally make people feel good about their environment% 3oes their &ork space have enough room or are they cramped in a *sardine can%* What about furniture% Is the desk the right si-e, chair comfortable% Is there file space and do they have the miscellaneous office supplies needed for maximum performance% Is the temperature regulated properly so they don't feel they're in the #ma-on 4ungle one minute and the /orth $ole the next% #. On-the-"pot Praise. This too is associated &ith recognition but the key here is timing. When there is a reason for praising someone don't put it off for any reason! $romptness e)uals effectiveness. $raise people &hen the achievement is fresh on everyone's mind. What is effective is for us to get off our keisters and go out and tell &hoever it is &hat a great presentation it &as or applaud them for the sale...praise them promptly for &hat they accomplished or achieved! 3on't allo& time to creep in and snatch a&ay any ounce of the positive impact that praise can have &hen it is delivered promptly. $. #eadership Roles. 8ive your people leadership roles to re&ard their performance and also to help you identify future promotable people. ,ost people are stimulated by leadership roles even in spot appearances. 1or example, &hen
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visitors come to your &orkplace use this opportunity to allo& an employee to take the role of visitors guide. # great place to hand out leadership roles is to allo& your people to lead brief meetings. (tili-e your employees' strengths and skills by setting up *tune up* training sessions and let one of your employees lead the training. The best time to do this is &hen ne& people start. 0r, assign a meeting leader after someone has attended an outside seminar or &orkshop. 5ave them lead a post sho&, briefing the other employees regarding seminar content and highlights. 5ave your employees help you lead a pro4ect team to improve internal processes. $%. Tea! "pirit. 5ave a picture taken on your entire staff 6including you!7, have it enlarged and hang it in a visible spot. ,ost people like to physically see themselves as part of a group or team. When running contests in your area, try to create contests and affiliated activity that are team driven. $eople driving to reach goals together definitely enhance team spirit solely because they must lean upon others and be prepared to be leaned on. 0ne very effective idea for me has been building a collage of creative ideas &ith the *Team* theme. #ll employees are responsible for submitting a phrase referring to T+#, on a &eekly rotation. +ach of these ideas 6such as T+#,9 Total +nthusiasm of #ll ,embers or There is no I in Team7 is placed on a &all, creating a collage of Team'oriented phrases. 3on't have one person responsible for this...do it as a team. $$. E&ecuti e Recognition. This is the secret &eapon. #nd like any secret &eapon, timing is most critical. If this is used too often the value is diminished. #nd if it is used only for special occasions and rare achievements the value is escalated. We talked earlier about general recognition and the positive impact that has on your people. That &ill go up a fe& notches &hen it comes from an executive. 2ome of the same vehicles can be used here such as memos and voice mail. To add yet another level of stimulation, have an executive either personally call to congratulate someone 6or a group7 or even sho& up in person to shake hands and express his or her appreciation. $'. "ocial Gatherings. 2cheduled offsite events enhance bonding &hich in turn helps team spirit, &hich ultimately impacts your positive &ork environment. 5allo&een costume parties, picnics on :uly ;th, ,emorial 3ay or !abor 3ay, and .hristmas parties are only some of the ideas that successfully bring people together for an en4oyable time. 2ome others that I've used &ith e)ual success are softball games 6against other companies or among employees, depending on staff si-e7, groups going putt'putt golfing or movie madness.

$(. Casual )ress )a*. This &ill apply more to the usiness'to' usiness &orld based on the difference in normal dress codes from the usiness'to'.onsumer arena. 1or those re)uired to *dress business* every day a casual day becomes a popular desire. (se holidays to create theme color casual days such as red and green before .hristmas or red, &hite and blue before :uly ;th, or black and orange prior to 5allo&een. This &ill add to the impact you're trying to have by calling a casual day in the first place. +stablish pre'vacation casual days for each individual employee to en4oy on the day before his or her vacation. ,a4or sports events are a perfect opportunity for casual days to support your local or favorite team &ith appropriate colors, buttons, and logo &ear. 2pontaneous casual days produce a lot or stimulation based on the element of surprise. #nnounce a casual dress day for the follo&ing &ork day *4ust because.* (se individual or team casual dress days as contest pri-es or a&ards for specific accomplishment. $+. Ti!e O,,. Implement contests that earn time off. $eople &ill compete for <= minutes or <>? hour off 4ust as hard as they &ill for a cash a&ard. #nd in many cases, I have had people pick time off over cash &hen given the choice. $ut goals in place 6padded of course7 and &hen these goals are reached by individuals, teams or the entire staff, re&ard them &ith time off. #llo& early dismissals, late arrivals, and extended lunch periods or additional breaks. $-. Outside "e!inars. 0utside seminars are a stimulating break. ecause outside seminars are not al&ays cost efficient for most people, consider on'site seminars or &orkshops for your staff. (se outside seminars as a contest pri-e for one or t&o people. Then set up a structured plan for those seminar attendees to briefly recreate the seminar to the rest of your people &hen they return. /o& everyone gets educated for the price of one. $.. Additional Responsibilit*. There are definitely employees in your organi-ation &ho are begging for and can handle additional responsibility. 0ur 4ob as managers is to identify &ho they are and if possible match responsibilities to their strengths and desires. $/. The!e Contests. 0ver the years my contests have produced up to <@AB increase in performance. ut e)ually as important, they've helped maintain positive environments that have reduced employee turnover by ;AAB. 0verall the most successful contests seem to be those affiliated &ith different themes. 5olidays, anniversaries, sports and culture are examples of ideas to base contests on. 2ports, &ithout a doubt, provide the largest opportunity for a &ide variety of contests. +ven .ulture can be used to create theme contest. ,y

favorite is using the '=As and 'CAs as a theme for a contest that I run at least once a year. $0. "tress 1anage!ent. There are many articles and books available on the sub4ect. ,ake this reference material available to your people. ,ake sure they kno& it is available and encourage them to use it. If possible, have an in'house seminar on stress management techni)ues. 2o that production time is not lost, you might consider having a bro&n bag luncheon &ith a guest speaker on this sub4ect. ecause stress is an ongoing concern, anytime is a good time for a seminar like this to take place. e as flexible as you can &ith breaks during the course of the day. $2. Pi33a/Popcorn/Cookie )a*s. +very no& and then pi--a, popcorn, or cookie days &ill help break up that everyday routine and help people stay motivated. ecause it is a natural tendency for people to get excited in anticipation of something, structure some of these days in advance. Then buy some pi--as or different cookies or even &hip out some different types of popcorn. '%. Gags and Gi!!icks. (se different gimmicks as a&ards to help inspire performance increases from your people. The key to a&ards is establishing the perception of priceless value that is associated &ith them. They should be recogni-ed as status symbols in your environment. 5ere are some of my ideas9 $lastic>rubber &hale for *&hale* of a performance. $illsbury dough boy for the person raisin' the most bread. .ardboard stars for star'studded performances. $lastic phonograph records for setting a ne& record. .alifornia raisins for those &ith the highest percentage of *raisin* their productivity. 2pecial parking space for the person &ho drives the hardest. Toy cymbals for those *symboli-ing* total effort. 2pecial ,ountain 3e& can for that person &ho exemplifies the *can do* attitude. # figurine of +.T. for out'of'this'&orld performance. The +veready unny for those that keep going, and going, and going. !arge Tootsie "oll replica for those on a *roll.* # drum for the person that *drums* up the most business.