Aeschwartz | Motivating

Motivating Understanding and Action

This program is designed to teach supervisors ways to define, maintain and reward employee motivation. We will outline the three key factors for sustaining motivation: 1) Recognition: recognizing employees for doing their jobs well by verbal or material rewards 2) Participation: involving employees in their work and giving them some responsibility for making decisions, and 3) Growth: giving staff the opportunity for personal development on the job such as the chance to acquire skills and knowledge. We will also outline the importance of maintenance factors -- how physical conditions, job security, and social relationships effect employee motivation.

After this training, you will understand the concept of motivation and its importance in employee production. By utilizing the techniques taught, you will be able to create a working environment that will address motivation as a valid means for organizational success and personal fulfillment.


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"Andrew was extremely knowledgeable of the dealings and experiences of a supervisor and how to create positive/effective change. The most outstanding information for me personally revolved around motivation."
Lynn Aldrich, Office Manager Department of Youth Services

"The facilitator/presentor is great -- clear and enthusiastic – I want more!"
Shannon Johnson, Graphics Team Leader Bain & Company

"An excellent speaker. He kept the audience alert and entertainer! His session was well worth the time, money as it offered huge value in content, tips, techniques and such."
Michelle Mawn, Service Director Plymouth County DPA's Office


People try to accomplish what they want to accomplish. They make a genuine effort to do what they consider personally important and meaningful. When someone makes such an effort - puts his heart and soul into it - we say they are "motivated." Motivation, then, is internal. It’s a drive, an impetus, an incitement within a person who makes the effort. You cannot bestow motivation upon anyone, you can give an employee a raise, or a promotion, or even a kick in the rear, but you cannot "give" him or her the urge, the desire, the strong wish to achieve a goal. That must come from within.


You can help an employee recognize that a particular goal is personally important and meaningful to him or her. You cannot create the ends for which the employee works, but you can help him or her find the means to those ends.


Employees are their own best source of motivation. If an employee’s work is properly structured, he or she will be motivated by the results of their own labors rather than by external rewards and punishments. The manager’s prime concern should therefore be to help employees achieve control over and receive feedback from their work. This is not to say, however, that the manager need not be concerned with environmental factors such as wages, personnel policies, and physical environment. Highly motivated employees will be tolerant of unavoidable inadequacies in these areas. But if conditions deteriorate markedly, especially if this appears to be due to the indifference of management, employees’ motivation will be canceled out by their growing frustration. Thus, in motivating employees by concentrating attention on job content, the manager should not ignore the employees’ basic needs.