Top ten motivation management Indicators.

This week’s article provides an insight into indicators that show the state of motivation management in the organisation, it has been taken from the August ’07 edition of our newsletter; Perform. If you enjoy reading these posts, why not sign up for the newsletter by visiting the website? www.motivationmatters.co.uk

The indicators are all multi-factor measurements.

Motivation matters lie behind all of the indicators so if you find that five of the ten need attention you should consider the state of motivation management in your organisation.

No.1 – Financial performance – To judge performance relative to your peers compare these ratios: Return on Investment (ROI) Sales per employee Fixed cost % of sales revenue

No.2 – Customer Service levels – Depending on what your organisation provides either: Customer satisfaction surveys On time delivery / quality complaints

No.3 – Efficacy of Change management processes – This is difficult to compare with your peer organisations so: Compare with personal experiences of change management processes Compare with historical experiences of change management processes in the organisation

No.4 – Staff turnover – Compare your staff turnover with other players in your sector: Percentage staff resigning each year Exit interview results

No.5 – Salary dissatisfaction – An exclusive dialogue on money benefits indicates a lack of another medium: Staff survey Salary levels compared to peer organisations

No.6 – Innovation – Are new ideas continuously introduced, evaluated and implemented where appropriate? Executive review of process innovation Compare your organisation’s innovation with the sector leader

No.7 – Managerial workload – Are your executives and managers burdened with work that should be delegated? Do your executives and managers have the time to support their superiors by taking on some of their work? Do your executives and managers have the time to look at opportunities and threats external to the organisation?

No.8 – Working hours – Is there a culture of long working hours? Do people routinely work more than 110% of normal hours? Will people “work to finish” to meet an urgent deadline or suchlike? Do people work an extra few minutes occasionally without expecting extra pay? Is the workplace empty a few minutes after normal finishing time? Does this pattern depend on the presence or absence of the CEO or other individuals?

No.9 – Work rate – Does the presence of the CEO, Director or senior person affect the amount of work carried out? Does the work rate increase (work rate too low normally)? Does the work rate decrease (reduced by distraction)?

No.10 – Instinct – What is your instinct shouting? Do you feel the organisation is working satisfactorily? Do you feel dissatisfied but are told that everything is the best that is possible? Do things get better when you put them under the spotlight? Do things get worse when you stop asking about them? How many of these underperform in your organisation? Motivation matters affect them all.

www.motivationmatters.co.uk

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