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Measure and Evaluate Your Motivation Strategies

Data for measurement of employee commitment and motivation is not easily quantifiable and tends to be qualitative in nature. However, it is possible to collate and translate qualitative information into quantitative measures. Using employee surveys and questioning techniques during appraisal meetings can be of assistance in establishing how aligned individual objectives are to that of the organisation and how motivated and committed employees say they are.

As with all measurement systems and sub-systems, one focusing upon staff motivation should be designed to manage and measure staff motivation and be aligned with the culture, mission, and strategy of the organisation. Here are a few ideas on how motivation and or its indicators can be measured, however, many other measures relating to employee satisfaction can be used as motivation is so closely linked to satisfaction:

  • Employee commitment and motivation e.g. % of employees that are committed to the organisation's goals and objectives or, % of employees who are considered to be 'highly motivated'.
Explanation:
This measure can be an indicator of employee satisfaction levels, as employees are not likely to be motivated or committed unless they are satisfied. By its nature the measurement of employee commitment and motivation has to be based on qualitative assessment. Their measurement should be based on employee satisfaction questionnaires and through the personal appraisal process.
  • Employee Involvement Planning e.g. frequency of consultation of non-managerial employees for planning, or % of employees that are involved in planning process.
Explanation:
This measure provides an indication of the importance placed upon the opinions of the workforce. It can also be used as an input in the calculation of employee satisfaction, stakeholder focus, and leadership effectiveness. Involving employees in the planning process helps to effectively sell the ideas to the workforce, improving both commitment and awareness, two essential factors in the achievement of an aligned workforce.
  • Employee - Bradford Factor ie D (S x S), where D is the total days absence over a set period and S is the number of spells of absence over the same period.
Explanation:
A measure of employee absence that has more use than straightforward measures like days lost or hours lost. By including the frequency of absence this measure focuses on the short-term high frequency absences that can affect the morale or attitude to attendance of the rest of the immediate workforce. This is also a powerful indicator of satisfaction. 
  • Employee Recognition e.g. % of employees recognised or % of employees recognised by formal recognition systems, or,% of employees recognised by informal recognition systems or,No. of recognition events held per period.
Explanation:
This measure assesses how effective recognition systems are at recognising outstanding effort and achievements. The measure could be tailored to assess the effectiveness of formal recognition systems (such as award ceremonies and bonus schemes) or informal systems (such as a verbal thank you or the giving of gifts and rewards outside any formal recognition system).
  • Employee alignment e.g. % of employees that are given personal objectives that align with organisational goals.
Explanation:
A measure that provides an indication of the level of alignment of the workforce to achieve organisational goals.
  • Employee development e.g. % of employees who, given the opportunity, enrol or use training and development programmes/facilities.
Explanation:
A measure that can provide an indication of the willingness and/or interest of the workforce towards improving/adding skills needed to perform work roles better.
  • Employee Targets met e.g. % of targets met (personal, group/team, project)
Explanation:
A measure that can provide an indication of the overall success of motivation strategies.

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