What cheeses me off

Everyone has noted the astonishing sources of energy that seem available to those who enjoy what they are doing and find meaning in what they are doing. Charles Garfield President, Performance Sciences Corp. Peak Performers (Avon, 1986). Whoever would change men must change the conditions of their lives. Theodore Herzi, 1860-1904. Austrian journalist and Zionist leader, Diaries. Where there is no hope there can be no endeavour. Samuel Johnson, 1709-1784. English lexicographer and critic, The Rambler. Constant labour of one uniform kind destroys the intensity and flow of a man’s animal spirits, which find recreation and delight in mere change of activity. Karl Marx, 1818-1883. German political philosopher. Capital. People’s perceptions of the environment in which they work have a huge impact on their level of motivation. A manager can discuss this checklist with his or her work group to identify possible actions to improve motivation of a work group. Blockages to motivation: • The physical arrangements at work are unsatisfactory. • People believe the wages or salaries are unfair. • I do not feel secure about my job. • The organisation has not helped my personal development. • Higher management is not concerned with my views. • There is little real interest in my job. • My job is meaningless. • The work environment is depressing. • Annual leave arrangements are unsatisfactory. • I fear for my long-term job security. • People fear repercussions if they are open and honest. • Most people here have little opportunity to gain new experience. • I would like to be consulted more when decisions are made which affect how I do my job. • My job has no clear targets. • The colour schemes, lighting and general decor are bad. • I would like more feedback about my performance. • Employees know too little about the organisation’s aims and plans. • I would benefit from being more ‘stretched’ in my job. • The organisation does not try to develop jobs to fit individual needs. • There is little effort made to provide social facilities. • Organisation decisions don’t take in the needs of employees too. • My training has rarely been well planned. • There is no systematic effort to identify and incorporate employees’ views. • I am not given new responsibilities even though I could handle them. • The workplace is poorly cleaned and maintained. • Product competitiveness is poor, affecting the organisation’s long-term prospects. • I should like to have a clearer personal development plan. • Most people feel uninvolved in decision making. • My job is not challenging enough. • Food service arrangements and facilities are below standard. • Our remuneration compares unfavourably with other organisations in our industry sector. • If I were to leave, I feel that the company would not miss my contribution. • I don’t feel that my contribution is acknowledged. • Insufficient effort is put into developing people’s skills. • There is a strong ‘us and them’ attitude among managers and staff. • I am often bored at work. • If I express a point of view which differs from my manager, it is effectively ignored. • It is obvious to us that concern for profit and costs far outweigh concern for people. • Daniel Kehoe, author of the international best-selling books, ‘You Lead, They’ll Follow. How to inspire, lead and manage people. Really.’ Volumes 1, 2 and 3 published by McGraw Hill, delivers the You Lead, They’ll Follow Experience® for leadership, people management and business improvement to small, medium and large organisations. Systematic-Innovation® see T 08 9477 1135 E

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