Motivation at work is an important aspect in the development of our professional life, although initially it is something that should be present, the reality is that in many cases it is not.
Fortunately, the good news in these cases is that we are talking about a psychological situation that can be improved if we make changes.
- We believe that our emotions are intimately linked to the development of functions in the workplace; emotions that.
- In turn.
- Are also closely related to motivation; In addition.
- And unfortunately.
- There is a high percentage of workers who are dissatisfied with the work they do.
- And this is probably one of the factors that penalizes their motivation at work the most.
The use of permanent motivation techniques at work will allow us to discover what kind of position we like best, how we can adapt our current work to our tastes and how to motivate those who work with us in their tasks.
Proper insertion of the worker into the workplace implies an ideal location based on his knowledge and skills, the most valued values are trust and autonomy at work, this autonomy allows greater involvement, commitment, self-assessment and promotes skills to find solutions. to everyday problems.
In addition, by applying this principle, we give a place to the worker and create an emotional environment that promotes his development.
The occupational risk plan and health promotion should be part of the company, not as external actions, but as part of an approach based on comfort and reduced stress levels, without neglecting hygiene and other factors more directly involved in protecting risks.
With this principle, we take care of the health and safety of the worker, generating a safe and comfortable physical environment for the development of their functions.
One of the factors that psychology attributes to good self-esteem, greater ability to offer the best of ourselves and love what we do is recognition: as social beings, we need others to validate, recognize and recognize the product of our effort. Therefore, it is important to recognize the work well done, both individually and as a group.
On the other hand, are incentives used well? When misused they can have the opposite effect, they can accelerate the worker’s performance in certain professional responsibilities. These incentives may not be directly related to the financial component: there are many ideas and solutions about it, such as bonuses, event passes, the possibility of receiving highly specialized and differentiated training, etc.
Social benefits consist of a part of the worker’s salary being translated into free services and benefits that allow him to face the daily difficulties: health and dental care, life insurance, pension, nursery, food ticket, school attendance, etc.
Many companies, in the years of crisis in which wages remained frozen, established a system of social benefits to compensate for the loss of the status quo, this type of aid is highly appreciated by workers, especially in times of economic hardship, when access to resources is more limited.
A good leader must have the proximity to guide workers, and this role implies concern for the personal well-being of their employees. This interest must be sincere, the result of relationships based on trust and proximity.
Unfortunately, many workers develop their profession without clear objectives, without the necessary tools or with little planning and support from the organization.
So worrying about what it takes to get results, or just asking ourselves from time to time what we can do to improve the workspace or the efficiency of the company, are simple actions that improve the performance of others.
In short, this principle reminds us that people need to feel that they are receiving the support they need to carry out the tasks entrusted to them, and with the right support we also provide them with feedback that will allow them to improve and increase their personal effectiveness.