Operational Motivation Plan

Introduction

Many may argue that creating a motivational plan is strictly for the good of the employees and their needs. Well, while a motivational plan does benefit the employees, Collard (2002) suggests, "the ultimate goal of the motivational plan is to improve the equity value of the company" (p. 57). The motivation plan then obviously benefits both the corporation and the employee when it accomplishes the goal that is was intended to address. Many factors must be considered when creating a motivation plan. Some of these are as follows: employee base, managers, corporation goals, and employee benefits. While all motivational plans are intended to increase productivity, only the well-orchestrated and managed plans are truly able to fulfill their intended purpose. One article ('Incentive Edge', 1994) stated that incentives could be used in any part of an organization with equal effect. Some of the benefits that arise from incentives are upswings in sales and market share, better productivity and quality, lower absenteeism and employee turnover, improved safety and work habits, and improved loyalty and teamwork.

Corporate and Managerial Role

Corporations have an extreme interest in the success of employee incentive programs. The more successful these are the more successful the company will be. There is however a role that the organizations must play in creating and maintaining these motivational plans. Collard states that "the key to success is to: 1.) set realistic goals and timeframes; 2.) hold managers accountable for performance; 3.) communicate measurement and reward methodology then step back and let them perform" (p. 56). Corporations must set the plans in motion and then not get in their way. They must be sure to always reward positive results when goals are achieved but never reward when goals go unachieved.

The managers must now take this framework and make it work. Wilson (1994) points out that there are three things that will quickly motivate the employees. These are having a common enemy, having common goals, and celebrate all victories. A common enemy might be the employees' bad habits themselves or whatever that might be cutting into productivity or sales. Goals must be laid out and clearly communicated so that everyone is on the same path. These goals must address both the personal and the group. If these targets are not clearly visible then the incentive program will flounder and fail. Last but not least, managers must celebrate their teams' victories. This may be anything from a slap on the back to a bonus check but it must be positive and it must come soon after the event. The manager must also involve the employees to their full extent. An age-old Chinese proverb stated, "tell me and I'll forget, show me and I may remember, but involve me and I will understand."

Employee Incentives

The first class of employee incentive is physical. These incentives range from money, free lunches, extra vacation days, and better parking spots. Employees look to these extra benefits as a coveted prize. It is a competition with themselves and their fellow employee to reach this goal and be rewarded and praised for their accomplishments. These prizes do not even need to be that expensive, it is strictly the conquering of the endeavor that truly counts.

The second class of incentives is psychological. These incentives include positive environment, company-employee partnership, and better place to work. These rewards are byproducts of the environment that was fostered by the motivational plan. If everyone is truly motivated towards a goal then productivity and effectiveness will increase, creating a great atmosphere to work in. Wilson suggests, "that a motivated workplace can be also be a fun workplace" (p. 41). Fun at work, are you kidding? Well, many people do enjoy the comradeship that is associated with continued team focus and success. It becomes a truly rewarding experience for all involved.

Motivational success, is explained by Wilson as

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