Английский язык: Аннотирование и реферирование текста

142 managers make the mistake of believing and acting as though everyone is motivated in the same way. This simply is not true. What motivates one person may even demotivate another. Challenging work, for exam- ple, is motivating to some employees, intimidating to others; some em- ployees prefer the certainty of a fixed routine, while others thrive on task variety. Managers also cannot assume that each employee will be satis- fied if the three "big outcomes" – money, advancement and job security – are fulfilled. Another outcome, such as praise, recognition, openness or honesty, may be more of a motivating factor to some employees. The solution to this problem is so simple that most managers overlook it: Ask your employees what outcomes motivate them. Em- ployees will gladly tell you what they want from you. Another interesting point is that when the work itself is satisfy- ing, employees tend to be very forgiving when there is a shortfall in rewards. Why? Because employees are getting something that is highly prized by most people in today's work environment – enjoyment from their work. Solutions to Motivation Issues. The biggest barrier managers face when it comes to improving employee motivation is a misconception about their job as a manager. Let's set the record straight: The manager's job is not to solve problems but to get problems solved. It is impossible for managers to effectively solve all of the problems in their domain. Getting problems solved means getting help. This is easy when it comes to motivation. When employees are not motivated correctly, they know what the problems are. And they know solutions that will work for them. Managers can lead employees to unearth the underlying causes of their problems and suggest their own solutions to improve their motiva- tion. Once managers realize this, they can put the guesswork behind them. The alternative is for managers to continue standing knee deep in solutions, not knowing which way to turn.