People’s Safety And Sense Of Belonging | Take A Closer Look At People Motivational Factors

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People’s Safety And Sense Of Belonging | Take A Closer Look At People Motivational Factors

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investing in peopleAs people, it is often easier to think of commitment when it comes to personal mates, right? Defining what matters and feels good is part of a natural process. Every day the emotional experience is tested and parties understand that a give and take is necessary. Top of mind is about keeping each other engaged, i.e. interested, involved and cared for.

people motivational factors -Maslow hierachy of needs

people motivational factors -Maslow hierachy of needs

Maslow’s hierarchy of needs shows that confidence, respect and achievement contributes to people’s  self esteem and actualization, and that is reached when people’s basic needs are met,  and they  feel safe and a sense of belonging.

From an employee-employer relationship perspective, corporates are interested in having people who are fulfilled with their work and work conditions so that they can perform at their best and stay committed to the company.

Smart employers have figured this out, they are not only investing their efforts in understanding consumer and market needs, but in their annual budgets they are now spending on tools that give feedback about what drives people to work harder and stay committed.

What kind of investments is the employer making towards meeting people motivational needs?

Maslow’s philosophy has given us the basics regarding motivational hierarchy of needs that influence people’s satisfaction. Today what is fundamental about our competitive world of business in terms of retaining key people is differentiation – Employee Value Proposition (EVP) how is the employer’s people attraction and retention offerings differentiated?

At the end of the day, it is about employee loyalty. Bain & Company Market Tools & Tends 2015 report validates this reality, employee engagement surveys have gained popularity from being the third most used tool in 2012 to the second position globally in 2015 with 44% usage.These employee surveys help employers keep up to date with employee preferences, employers then align their people management strategies to create attractive EVPs.

Employee loyalty is the ultimate outcome employers are reaching for, as when that is achieved people show higher engagement and thus their productivity and creativity improves.

Contributing factors

According to Workforce’s study, 97% of employees indicated that job satisfaction is their top priority, ranked at 80% was relationships with their managers and 73% with their peers when making a decision to stay with a company.

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Let us really take a closer look at people motivational factors  at work:

Job satisfaction

  • Job satisfaction inspires passion to perform is one of the most valuable attributes and an imperative for creating a high performance culture. That an employee who has passion for their job is in a very favorable position to perform, they are far more likely to prepare, endure, study, learn from, find solutions, ignite enthusiasm in others, serve the client and move barriers to excellence than other staff.

It goes without saying that traditionally the relationship with the employee was left up to the manager. Nowadays employers want feedback from the employee to make sure that people do not leave the company due to dissatisfaction about work, working conditions nor relationship with their managers. For instance, the manager may not make the time to give an employee feedback, yet this is critical component of employee development, an ambitious person seeking a promotion may care a lot about this and decide to leave the company as a result of lack of feedback.

Employees Culture Surveys

  • Without employee culture surveys the employer may not be aware of what causes their employees to be despondent. The employee culture surveys assess such elements and give rise to opportunities for employers to remove such barriers early. Inversely, managers also get to be empowered to lead and supported by their employers on areas where they lack capability when the organisation has a view across different functions about leadership gaps, or conditions that employees are not satisfied about.

Employee relationships with managers

  • The old saying “people leave their bosses not the company when they resign” applies here. It is important to keep check of how your employees perceive their bosses. Employee loyalty can either be improved or reduced depending on the leadership style or culture. Again, the engagement survey tool will provide useful data to inform suitable leadership development interventions.

Employee relationships with peers

  • How then does the employer have control over the way people feel about their colleagues, this sounds a bit unfair? As a matter of fact, managers already are responsible for establishing and producing great teams, individuals form part of those teams, therefore their hardwork should not go to waste of training and building the right teams and then seeing individuals come and go

Digital engagement platforms make it easier for employers to create environments that are conducive for employee satisfaction and a high performing organisation.

Find out more about our engagement platforms to assess employee preferences, change readiness and impact, recognise people, and drive collaboration and ideas.


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