Motivation, as described by theorist George Miller, is “the study of all those pushes and prods -biological, social and psychological -that defeat our laziness and move us, either eagerly or reluctantly, to action." When “pushing and prodding” workers, employers have a number of options.

Compensation. Big salaries, bonuses, stock options, etc. are often the strongest motivators of employees. However, in today's tight job market, competitive pay is the price of admission for employers, but it is not the key component. In a study of workers who were identified by their employers as top performers, Watson Wyatt Worldwide found that the largest number of employees (81%) rated “desire to maintain a good work reputation” as a very significant influence on their performance, while only 15% considered “expectation of financial reward” to be very significant.

Performance management. Performance management is a set of strategies and actions designed to develop and utilize all of the individual’s talents. Many organizations appraise performance by evaluating performance results and behaviors. Performance management enables organizations to manage performance with employees playing a larger role in their own performance planning, monitoring, and the development of expected results and behaviors. An effective performance management program will result in optimal results for the organization and an increase in satisfaction, empowerment, and motivation for the worker.

Praise. Acknowledging and appreciating employees has long been revered as the sacred motivating device. Employers often use company meetings, staff parties, the intranet, or a prominent bulletin board to single out star performers. As long as it is sincere and not overly used, this acknowledgment lets workers know that that they are on the right track and does wonders for their egos.

Organizational climate. To use the organization’s climate as a motivational tool, employers need to show workers how the company’s actions and strategic plans affect the overall well-being of each individual employee. For instance, announcing plans to expand will only motivate workers if they understand the consequences of the expansion for both the company and themselves.

Work. The work itself should be the most important motivating factor. Unfortunately, most jobs are not structured with the satisfaction of the employee in mind. Narrowly defined jobs deny workers the freedom they crave and hamper their ability to adapt to a rapidly changing economy. Employees also enjoy working in smaller groups and prefer taking on challenges to simply performing tasks.

When implementing an agenda designed to increase worker motivation, there are a few recommendations:

1. Set guidelines. Know in advance what your organization's parameters are for the types of activities it will support and the manner in which they will support them.
2. Keep it clean. Set a tone that "fun" is not synonymous with alcohol or sex. Discuss the issue openly in your sexual harassment training and keep it in mind when planning activities.
3. Be inclusive. Holiday celebrations, the staple of workplace social gatherings, need to be convened in a manner to which everyone can be comfortable. The workplace reflects a broad spectrum of personal lifestyles, interests, and occupations; therefore, factors such as timing, religious overtones, environment, entertainment, and the menu need to be considered.
4. Don't coerce involvement. If attendance or participation in a particular program is required, you will likely alienate those employees who feel obligated to go and reduce the enjoyment of those who would have chosen to go anyway.
5. Remember the bottom line. Everything you do should be related to the organization's mission and should never detract from its productivity. The ultimate goal is to look at your organization for challenges and opportunities and find creative and fun ways of solving problems.