As most are familiar with the concept of micro and small enterprises, which works with many challenges like, lesser hierarchy, limited employees, issue relating to finance where the affordability of higher pay is an issue. In this situation how to motivate an employee with higher qualification ( say Post Graduation and above) and experience with more than eight years. You can give your suggestions by considering the above said challenges.
Dear Rajkumar,
The feeling that my skills are needed, the salary adequate and enough holidays are usually things that work:
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Greetings Rajkumar:
I am attaching a graphic that I have used as a manager in a public service setting (where money was scarce) to identify which motivators might be used for different individuals. It's not very well referenced but perhaps it will help in a practitioner sense.
To make a long story about work motivation models like Herzberg or Maslow very short: the essence is learning opportunities.
There are different reasons why this works:
1. the employees can find new possibilities how they can develop further to make more money in the future or to climb up the hierarchical ladder faster or the company can grow faster with their new skills and knowledge, so they can make more money.
2. Furthermore developing knowledge and skills ensures their employability, so they can see always opportunities to do more interesting things, which are better paid ...
3. earning opportunities like responsibility for new tasks or projects increases the social status, one can gain more insight how things are working, get to know new people and so on and on ....
"our brain runs on fun"
Consider introducing a mentoring program so that the more experienced members could mentor new entrants. Also, consider creating association chapter - organization (e.g. Toastmasters) and assigning qualified employees leadership roles. Pay for the first year membership for them as an incentive. -Shayrea
though my fellow friends have given very useful insights but we should not ignore the scenario at the backdrop i.e. India. In India micro or small enterprises are started at domestic level with few workers e.g. we did a survey in Ludiana small scale industry, where the working conditions are very shabby and no one will like to stay for longer period. the management can retain high qualified employees only by developing affective commitment (emotional attachment) among such employees as it develops emotional bonding between employee and the organisation.
In my view, Motivation is motivation. In fact in MSE it is easier to motivate employees because of the numbers. Definitely in MSE's there are fewer employees and thus, I think the following ways can help motivate them.
1. Recognize that the em employees have the knowledge to carry out their duties.
2.Involve them in decision making especially in their area of expertise
3. Challenge them to come up with new ideas in their area of expertise for the purposes of adding value to the organization.
4. Do not monitor what they do closely. Just make them know that as their leader you believe that they will deliver
5.Make them part feel they are part of the organization
6. Encourage them to invest in the company if they so wish and if there is a need for more capital.
Doing the above will add value to the organization and income will increase and higher earning will be a multiplier effect. Money only motivates upto the level of need satisfaction. If needs change, then salary fails to motivate.
Dear Mathaiyan,
About motivation of people on work, I recommend you to watch Prof.Dan Ariely at TED on "What makes us feel good about work?". He shared about "meaningful condition of work". In the knowledge economy, the boss should acknowledge the work of people. He explained the IKEA effect on let people put enough efforts involved in their work and can proudly present that here is my work. In the end, he simply wrapped up a revised model of labor that "Motivation is not only equal to Payment, but Motivation = payment + meaning + creation + challenge + ownership + identity + Pride and etc." It seems easy in concepts but really challenges in practices , and it also depends on your company`s contexts and circumstances.
We cannot talk of generalised factors. effective motivation,occurs only when it matches the individual needs. Whilst some may have superior money needs, generally it is job variety,job enrichment,recognition and credit/successful work & satisfaction in distinct work/achievement in eyes of peers which yields maximum results
Profit shareing and or shares in the company. Although large companes have been known to use shares in the company as a motivator because the organization is so large it is seldom very successful. However in a small organization where all can see improivements in productivity and profits it can be a great motivator. Being a part of the organizaion in terms of owning a piece of the action has been very successful. Problem is the owner of a small company has to give up some of its ownership which in many cases is hard to do. Profit sharing is also useful but the workers have to feel the owner is being honest about how muich profit is being made. Now this is successful for all employees not just overqualified ones. These will need additional incentives (bigger share of the company) or opportunity to take on more responsibility will help in this regard.
Rajkumar,
Some ideas on talent and SME's can be mined from these papers
https://www.researchgate.net/publication/299747565_Towards_a_talent-driven_outward-oriented_globally-competitive_SME_framework_Discussion_Paper
https://www.researchgate.net/publication/299604127_Human_Factors_Affecting_Productivity_in_Jamaica_Technical_Report_on_Preliminary_Findings
Technical Report Towards a talent-driven outward-oriented globally-competitiv...
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Talent acquistion in SMEs has been a challenge. It is mindest of the entrepreneurs to hire low paid emloyees who cannot give their best. But due to dereservation policy of the government, the SMEs have to compete with the big players of the industry. Now it is high time to hire talented employess who contribute to the profirability of the SMEs.
If you are looking at long-term commitment and sustainable activity use a more aggressive formula to reward "long-term" impact. Profit sharing, minority ownership, and stock options come to mind.
DH
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