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Make expectations
of workers clear

Over the past several weeks, I have discussed the many tasks that managers must undertake to insure that they have a highly motivated workforce. Managers need to select workers who are confident of the link between their efforts and rewards that they can receive. In addition, selection must be based on abilities that applicants can offer to the organization.

After selection of workers, managers need to make sure that employees can apply this confidence in the organization where they were recently hired. If they cannot find effort-reward links in their current organization, they may seek greener pastures elsewhere.

Workers also need to have enough self-awareness to bring their abilities and expectations into harmony. In many communities, for example, people who reach the highest executive ranks are expected to be good networkers who are active in community affairs. If newly hired employee do not realize this fact, they may become frustrated when others are promoted over them.

Employees may have to develop their networking abilities, and increase their community service activities, if they are to satisfy their ambitions.

At this point in the analysis of motivated workers, managers are interacting with employees who are willing to work hard, are clear about rewards in their organization, and are taking steps to continue the development of their abilities. Now managers need to make sure that employees can satisfy the role demands of their jobs.

"Roles" is a term that refers to behaviors associated with a title that people give to themselves and others. There are many titles that can be applied to people: leader, parent, boss, teacher, mentor, computer user, volunteer, coach, teammate, church member, and so forth. There are behaviors associated with all these titles. If people are successful with their titles, this means that they can perform a collection of appropriate behaviors, also known as role requirements. For example, good leaders listen carefully to employees and communicate a clear vision of a better future if workers accept the organizations goals. Good mentors share sensitive and candid information about the organization with younger employees and suggest hands-on experiences that will assist the employees in theircareers.

Managers need to assist workers meet the role requirements of their jobs. They can start by making lists of the behaviors that effective workers should be able to perform. Some of these behaviors will demand sophisticated technology, others will involve a great deal of technical information, and still others demand interpersonal skills.

For example, many of todays workplaces demand computer literacy. Managers need to provide up-to-date hardware, software, and training. Salespeople need to have cell phones so that current and potential customers can easily contact them. Human resource specialists need time to read about current legal changes and case law so that they can keep abreast of an organizations responsibilities. Many analyses of role requirements will demand that managers invest monetary resources. These investments can include purchases of equipment such as computers, or the contracting of training programs to increase employees knowledge and skills necessary for successful job performance.

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