6 Keep units and sub-units as small as possible (for large units tend
to be bureaucratic and demotivational if they lack inspired
leaders)
7 Pay attention to job design – avoid repetitive work, introduce
variety
8 Give people autonomy and a job with a ‘product’ that an
individual can recognise as his/her own
9 Ensure an individual understands the significance of their job
in relation to the whole, which will also encourage new ideas
and innovation.Provide fair rewards
Although it is difficult to ensure that the financial reward an
individual receives is fair (commensurate with contribution), effort
must be applied in trying to get it right.There are other motivating
‘returns’ that individuals look for from jobs (as in Maslow’s hierarchy
of needs), but money is the one which has the main strategic
importance for most people.
Most individuals like the combination of a fixed salary with a
variable element related to performance or profits.
Also of tactical importance are incentives to improve performance
in key areas eg sales, customer service and credit control.
Incentives can be in the form of cash, vouchers, merchandise or
travel, but care must be taken to administer any incentive schemes
fairly and without risking demotivating any ‘losers’.
In providing fair rewards, an organisation should ask itself:
1 Do we have a scheme whereby financial reward is made
up of a fixed and variable element?
2 Do we link performance and pay?
3 Have we addressed the problems of whether to pay
performance-related elements to the team or the
individual?172 The John Adair Handbook of Management and Leadership