they have, improves both coworker relationships and the skills base of individuals and
companies alike. Furthermore, employees feel more valued.C. Many company leaders have told me that their staff are unresponsive and unmotivated
despite being offered financial incentives. This indicates that these managers do not understand their workforce at all. People are not solely motivated by money. They need money to live, but they also want to feel they have a meaningful job that challenges them and uses their skills. Boredom is a key demotivator and every job will have some boring elements so it is even more important that employees understand the value of their job within the whole.
D. We realised that our staff were becoming dissatisfied because we had been unable to increase their salaries during the recession. So we looked at other ways of compensating them for the work they do, and decided that a total rewards strategy would be the best way to go. This included things such as benefits, work-life balance, performance and recognition, personal development and career opportunities. For example, staff who had exceeded their targets were rewarded with extra days off. Performance and company results as well as job satisfaction improved substantially.
1. Employees' desire for their potential fulfillment
2. Options offered other than financial incentives
3. Passing on knowledge to colleagues
4. An indication of the writer's opinion on staff dissatisfaction
5. The importance of knowing the purpose of your role
6. Companies astonished with discontented staff
7. Executives' unawareness of key motivators
8. The effect of a poor economy on employees' feelings
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