Motivation is the willingness to do a certain task that will give you job satisfaction. Low motivation at work can result in discontent among employees, high labor turnover, sales and efficiency can go down (Robbins, 2004). Employees tend to be the key asset of any organization. Their contribution leads to the achievement of the organizational goals. It is very important to keep them satisfied and happy as their performance is directly related to their interest in the work.
One of the key attribute of a successful supervisor is to have the ability to motivate his subordinates so that they give their best performance and is able to share the work-load and assist his superior in most cases. Employees have different kinds of needs from basic needs to social, security and safety needs (Robbins, 2004). Motivation can be of many kinds, one of the ways of rewarding the employees are the intrinsic and extrinsic rewards. The kinds of extrinsic rewards I might offer to the clerical assistant are:
Increase in the salary/wages
These are related to monetary gains and are a form of external motivation (Robbins, 2004). But since the resources of the business are limited, in our case, at the moment there is not much finance available for triggering extrinsic motivation by using the above described tools. Moreover, as a supervisor one would not want the employees to work for money alone. If I were to be the supervisor of a clerical assistant, I would come up with the following intrinsic rewards for him:
Give him challenging and meaningful work
Delegate responsibilities to him
Recognize his hard work
Appreciate his work with a positive feedback
Give him every opportunity to learn and grow
Make him feel that he is important to the business and his contribution to the end result is very important.
An intrinsically motivated clerk would enjoy doing his work and not take it as a burden and this level of interest is very important for the attainment of business objectives.
Robbins, Stephen P (2004). Organizational Behavior. Prentice Hall.