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Recognition

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It is very difficult to separate money from recognition in motivation but you have to ask yourself if you would you work for no money? The answer is likely to be 'no'. Would you work for no recognition? Well, you would probably say, this depended on the job.

Some jobs you expect little or no recognition- perhaps a priest or web site manager to name two completely opposite jobs but having to put food on the table aside, we are talking motivation here and for employees to be motivated then recognition is the key to success.

If people do well but achieve no recognition for their efforts, or no guidance as to whether they are going in the right direction, they will lose impetus and the inclination to function well. There is no point extending one's ability or effort if it is not recognized.

If you can simply turn up, clock in and then sit around all day, you might do the job as you need the money but you will not be motivated because you feel you could be anyone.

On the other hand, if your efforts are recognized it gives you a sense of worth within the company, it gives you a sense of individuality - you chose to make the effort so you get the praise - and it gives you a sense of direction as you get a positive reinforcement of what is expected.

It does not matter what level of career or job you are in, the results will be the same. Highly motivated employees with a sense of worth and whose efforts are recognized and appreciated will be employees who will give back to the firm. They will do the job better and take a greater pride in their results.

Recognition can be in the form of financial benefit - a pay rise or bonus for example, or it can sometimes be a simple word of encouragement from someone you respect or being asked for your opinion on a particular matter.

Take two hospital trusts, one run by the management and the other run on a more employee led basis.
The first one relies on managers to solve problems and both trusts had an issue with the cleaning of the wards. There were too many wards and too few cleaners.
The first one brought in a 'hygiene consultant' who analyzed the situation, gave suggestions, got a fee and left. The management then told the cleaners what to do based on the observations of this outside person. There was little improvement.

The second trust asked all staff, including the cleaning manager and staff , to a meeting and discussed the problem. They asked everyone for their views and the cleaning staff came

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