Let’s look at demotivators that reduce employee performance. What to avoid when working with colleagues, as well as when communicating with employees.
This question concerns the management team. It is necessary to properly motivate employees, to be loyal, then the impact and efficiency of work will reach a higher level.
In the material we will consider in detail the concept of demotivation, and also learn about its methods and moral demotivating factors. Every director must know that the foundation for the successful development of any company is the high performance of its employees.
The basis of productivity and effective work is the correct motivation, its tools used in practice. Every director must understand what actions to take in relation to his subordinates so that they are willing to work and go to work with pleasure.
Biased punishment reduces work efficiency
The concept is also called material demotivation. Sometimes management sees that their lower-ranking colleagues are shirking their direct responsibilities and want to somehow encourage them.
To do this, they “cut” the staff’s salaries. (Since you, citizens, are lazy, work without enthusiasm, then I decide to pay you less).
But it is worth noting that the decision made is incorrect. Because it’s unlikely that anyone will perform feats for such a low fee. If an employee has worked poorly before, then the measures taken will not be an incentive for him. In such a situation, management is removed from their position and a more competent and objective person is found who is able to properly motivate subordinates.
Disrespect and constant nagging discourage any person from fulfilling their duties. If you never praise the working staff, but convince them that they are stupid, untalented, and like zero specialists, then it is difficult to expect full return from them.
Factors of personnel demotivation
Let’s discuss the most common ways of putting material and moral pressure on colleagues:
Financial factors
- Low pay.
- Delay of payments.
- Lack of premiums, incentives, bonuses for the good work of employees.
- Material expenses of employees are not reimbursed. For example, mobile communications, business trips, etc.
Moral factors that reduce employee performance
- Employees’ interest in developing new projects and ideas is not encouraged.
- Any initiative from staff is rejected.
- There is no clear system of tasks for each position.
- Regular overtime, overtime workload.
- Tasks are set too difficult for employees.
- Inappropriate treatment of co-workers.
- Ignoring the rules of business etiquette.
- Failure to fulfill promises, lack of career growth.
- Strong pressure from the manager, frequent nagging, installation of controlling tools. For example, this could be installed beacons on phones, minute-by-minute reporting on the work done.
Personal circumstances affecting the quality of work
Among the personal aspects, it is worth noting the motivation of employees to perform work, as well as the knowledge and skills necessary to perform certain functions.
An employee is unlikely to be effective if he categorically does not like what he does. This may be due not only, for example, to the initially wrong choice of profession, but also to the fact that the employee is “burnt out” and needs a new challenge. An employee exhausted by monotonous work is definitely not ready for productive work. Just like an employee who does not have the necessary experience and competencies to perform the work assigned to him will definitely show poor results.
External factors affecting employee productivity
External circumstances include unfavorable working conditions, lack of resources, too much work and poor relationships in the team.
Imagine that you work in an office with poor ventilation; in this case, a lack of oxygen can not only reduce productivity, but also negatively affect the health of employees. Or you are distracted by the endless squabbles and conflicts of your colleagues: this will not only spoil the nervous system, but also take away precious working time.
What demotivating factors do managers use without knowing it?
In recent years, issues of personnel motivation have occupied one of the first points in personnel management. Trying to achieve efficiency, managers develop various motivation systems for their employees. But are these methods always effective?
For example, the fine systems still used in many companies: there is an opinion that this increases the motivation, for example, of sales managers. It is possible for such an employee to try to work better, but how long he will work in this company is a big question. Or constant criticism and instructions: the manager thinks that this will be beneficial and the employee will adjust his work, but in fact, this method can achieve complete demotivation.
It is very easy to demotivate an employee. It’s enough to give him what he doesn’t really need. For example, transfer him from an executive to a management position. Out of politeness, the employee will agree to the promotion, but will feel out of place. As you know, not all people strive for career growth.
Poorly established communication can also have a negative impact on motivation: it happens that the manager sets tasks unclearly and, as a result, the employee does not understand what is required of him; the employee is often given unrealistic deadlines for completing tasks. All this subsequently also leads to burnout and demotivation of staff.
