ing.Herzberg describes a test that was carried out where The achievers were performing less well before the six month period started and their performance service index continued to decline after the introduction of the motivators, evidently over their uncertainty of their newly granted responsibilities. In the third month however performance level improved and continued to increase. (Appendix Three) (1991, p.20). This means that when new motivational strategies are implicated they need to be given time to sink in as the staff needs to adjust to a new set of standards that they are not accustomed to.Everyone has motivation; it is a matter of finding the persons switch so that their motivation can be instigated. I dont think that motivation strategies should be changed regularly. As the company experiment in Herzbergs article has shown, at first employees will be nervous as their expected output is unclear but once they have settled into the new requiem their performance levels will start to increase (Appendix Three). I dont believe in offering monetary rewards as bonuses, as monetary rewards only effect peoples work habits for a small amount of time. These rewards not only cause the business to pay more in time, money and company resources but rewards can also cause employees to focus more on personal gains and less on company goals. One situation that a friend of mine has told of, is when he was working for a computer distributor in England. As a reward they would get a large monthly bonus for making a certain amount of sales each month. At the end of one of the months Paul received a complaint that involved a return. Because Paul didnt want to lose his bonus he refused the return and said that he couldnt help. This not only lost the company a customer but gave them bad word of mouth and meant that they paid Paul a bonus he didnt deserve.I think that the best way to reward your employees is by providing them with certifica...
