Six Suggestions on How Managers Can Promote Performance
As a manager overseeing a team of employees, you should consider keeping those employees motivated for better job performance. Keys to this are usually promotions. But the process of promotion isn’t quite so cut and dry. In some cases, it can mean not giving a monetary reward and finding other ways for motivating job performance in employees.
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Endorsing Company Values
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Endorse an employee who is standing for the high values set in the company. This should include employees who not only exceed expectations in work, but also in treatment of fellow staff. A promotion of performance in this regard is a way of setting a precedent in the company for other employees.
Place Employees in Proper Roles
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Employees achieve better performance when in job niches they understand and like. Place each employee in his best possible role. Job performance examinations determine whether that employee is functioning well in that position.
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Provide Challenges
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The desire for more challenges in a job is a common problem with employees. Listen carefully to these concerns of your employees. Proper job placement and more challenging projects are a way to increase motivation and excitement in an employee’s job performance.
Determine Appropriate Raise
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Offer an employee a pay raise equal with his job performance, or base it on the same company level or general market. If there are no similar examples, then base a raise on an overall company percentage.
Communicate on No Raise
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In some cases, a raise to an employee may not be possible due to the economy or limited budgets. Communicate with the employee asking for a raise. Creating an action plan with the employee is a way of continuing performance motivation for a future raise.
Provide Other Rewards
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If raises aren’t possible, then brainstorm for other ways in promoting good employee performance. Offer training courses for career upgrades, or personal recognition at meetings. The reliance on pay raises sometimes is a deterrent to company loyalty.
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References
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