The biggest problem that consistently crops up is motivating employees. However, there is a fundamental assumption about motivating employees that is erroneous. Companies and managers can’t motivate employees, they can only create the conditions in which the employees motivate themselves.
The Japanese success in motivation, product development and management is being copied by many industries in the U.S. The irony is that most of the management techniques of employee involvement, such as “quality circles,” were pioneered almost 40 years ago in this country and exported. European and Japanese companies have integrated these ideas and refined them and are now exporting these techniques back to us as the “new” management wisdom. In hard-hit industries these approaches are being embraced and used enthusiastically.
With proper preparation such approaches can be successful, but in the ski industry they are hard to implement because of time constraints and various administrative questions. While working on a consulting project at Vail we wrestled with such questions as: When would these meetings take place? Where would they be held? How large would the teams be? Who would facilitate and who would train them? How would the employee-participants be paid? Would they recieve overtime? These are typical administrative questions that need to be resolved before the implementation of such a program.
What these concepts do prove, however, is that employee involvement grows out of an expanded understanding that employees have a greater sense of commitment as well as higher morale and motivation when they have a say in various aspects of their jobs. When employees feel that they have some meaningful input into how their job is done and evaluated and when the company listens to and acts on their suggestions, they have a greater sense of self-determination. This often translates into higher levels of quality work, productivity, positive feelings about the company and motivation.
Management education in motivation suggests that what is effective in employee motivation is what has long-term effects. These factors include: involvement, recognition, a sense that the work being done is meaningful and a sense of control over their destiny. Money as a motivator is effective in the short run, but not in the long-term unless it reflects on the employees’ sense of worth or self-esteem.
So what can you do to provide the opportunity for employees to be self-motivated? It starts as you might expect with communication—”If you want to know what motivates your employees… ask them.” Developing a responsive attitude toward career-oriented employees and toward their long-term goals requires long-term motivational strategies that include opportunities for them to be recognized in a meaningful way, feeling that they are making a contribution and that they have a future.
Working with the employees at Conquistador, a small area in southern Colorado, we are implementing ideas like these. Helping the management staff to clearly define their roles and providing management skills to handle problem situations is giving career employees a better handle on their responsibilities. By working on these areas and improving communication skills, they are increasing their confidence to handle difficult situations as they arise. They not only see their skills improve and their longer term management goals coming closer in hand, but they also have better relationships with seasonal employees, improving morale at the whole area and reducing interdepartmental and interpersonal conflict.
This is of great value, but does not confront the problem of seasonal employees. Let’s imagine an example. A supervisor attempts to implement long-term motivation theory in working with the employees. To the supervisor’s surprise, what might be heard in response is: “It costs $2 for a quart of milk, $700 a month for rent and $1.25 for a gallon of gas. Don’t ask me how I feel about my job, give me a raise!” Any manager who has taken motivation theory seriously is shocked from this blunt rejection. This is not the way it is supposed to work! Many supervisors and managers at Vail were frustrated because they saw the value in providing the opportunity for employees’ involvement, but witnessed a totally different set of values in their seasonal employees, especially the younger ones.
It is apparent that motivation theory must take two different approaches if it is to be successful in employee motivation. The goals of seasonal employees are much different than full-time employees and the long-range motivational approaches that appeal to the career-oriented employee are not relevant to the seasonal employees who may not be planning a career, but just want to survive the winter, ski as much as they can and have enough money left over to go to Florida or Mexico to thaw out.
Motivation for seasonal employees boils down to money. Budget planning should include funds for periodic raises for deserving seasonal employees. This not only helps meet those immediate needs for security, but also insures the return of a greater number of trained employees familiar with the ski area operation. This reduces orientation and training costs in succeeding seasons and the payoff is greater by far than the expenditure. Unless you have a problem with severe turnover during the season, the raise should be based on performance, not just length of service.
Realizing that motivation comes in two forms, you will have the freedom to treat different employees differently. Better results come when the differing needs are targeted and responded to. A more mature group, those longer-term and career-oriented employees, will respond to different conditions for effectiveness than will the seasonal short-term employees whose orientation is much more ‘here and now.’
With this awareness you might be able to provide a responsive, open and effective environment whereby all employees’ needs can be met and the organizational goals will be sought enthusiastically. You will be providing the circumstances whereby employees can truly motivate themselves.
