Articles on the topic

In this article you will read

• What needs to be known to build an effective intangible staff motivation system
• What methods exist for intangible staff motivation
• Learn the success stories and examples. intangible motivation of staff

Today we will have an interesting article on the agenda on the intangible motivation of staff. Much has already been said and written, but the issue of increasing staff self-reliance without additional cash costs is quite acute for the manager. I mean, the pay rise's about to stop producing results. Moreover, unduly overstated salaries have a demotivating effect on the work of a staff member: why work well when sleeves can be worked and good money?

Therefore, in order to avoid such a situation, each company should establish its intangible staff motivation system, which would be based on certain rules. More about them.

1. Intangible motivation must address the tactical tasks of your business.

In the first place, the incentives used should be geared towards meeting the specific challenges facing your business. For example, if you develop an affiliate network, you should form teams that can work on the standards of the main office. Accordingly, your intangible motivation should be directed towards training your staff, for example, to attend training sessions on effective communications and command.

2. Intangible motivation should cover all categories of employees

In most cases, when we speak of motivation, emphasis is placed on people in companies or units that profit. However, there's no need to forget that there are other accountants, secretaries, producers. Such people may be subjected not only to motivational programmes, but simply to recognition of labour, praised.

In small businesses where the supervisor knows every employee, lighting the fire in the eyes of each employee is easy enough. The challenge is more complex when it comes to a large firm. The Director-General can no longer affect everyone. At this juncture, line managers who are subordinated to small groups of people are usually 7-10. Line managers are constantly communicating with people from their collectives and therefore know that they can stimulate everyone.