Page 183 - The John Adair Handbook of Management and Leadership

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4 Do we actively consider changing our information
systems to improve methods of rewarding performance?
5 Do we have schemes other than for sales people?

6 Does our organisation reward the behaviours/
performance that publicly it values?

7 Do senior managers have pay rises/bonuses when they
expect others to do without them?

It is always worth remembering Herzberg’s insight that salary has
more power to make people dissatisfied or unhappy than it has the
power to motivate them.

Give recognition

Financial reward is seen by the recipient as a tangible form of
recognition.There are other ways whereby appreciation is expressed
for what has been contributed.

If recognition is not given, an individual can feel unnoticed, unvalued
and unrewarded.This leads to a drop in motivation and energy levels.

Recognition should be formal or informal, for the individual and/or
the team, as appropriate.

In giving recognition, you should try to ensure that you:
1 treat everyone in a fair and equal way
2 reward real achievements or contributions

3 reflect the core values of the organisation
4 use it to guide and encourage all concerned

5 give it in public if possible
6 give it formally and informally
7 give it genuinely and sincerely.

Chapter 7: Motivation and people management 173