Chapter 11: Working with Project People (Free web hosts) 243 The
Chapter 11: Working with Project People 243 The one thing you have to be careful of with rewards is that they have to be valued by those receiving them. One way to devalue them is to give too many. If everyone gets a reward or if they get a reward without having to do much of anything then the rewards fail to be a motivator. Another issue with rewards is that once they are given, they come to be expected. Giving $100 to each team member at project completion fails to motivate anyone after doing it for a few years. If you fail to give it after one project, because budgets are tight, the entire team will revolt they ve come to see the reward as part of their pay, and not as a reward. You and Your Positional Power Sometimes you just have to be the manager. It feels good to pass out rewards. It feels good to offer praise. It feels good to sit back with your feet on the desk and your hands behind your head. That isn t all there is to management, however. As a project manager, you ll find yourself in situations where you simply have to step in and assume the tough role. You ll have to remind someone that you re in charge of the project and that your decision is the one that matters. This is not a role that anyone relishes. No one wakes up in the morning looking forward to facing a team member who wants to challenge every decision and make accusations about lack of leadership. Someone had confidence in you, or you would not be in the position that you are currently in. If you feel shaky, you need to find that confidence within yourself and let it exude. The only way to face a challenge of your position is to face it head on immediately. Theories of human resources The field of human resources, in general, and motivational theory, specifically, is nothing new. A great many of the best minds in the world have turned their attention to this area. The fol- lowing five theories offer insight to this topic. Hertzberg s Theory of Motivation: In 1959, Frederick Hertzberg wrote The Motivation to Work, which focused on what people want from their jobs. Convinced that it is not just a paycheck that we crave, but also positive expe- riences, he did a study asking engineers and accountants what parts of their jobs pleased and displeased them. (continued)
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