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Problems must be detected at an early stage to enable prompt corrective action. Monitoring systems must be developed to systematically collect information, analyze and interpret it, and use it for decision making. The evaluation process must be conducted at regular intervals to enable the detection of problems at an early stage. The problems identified should be fed back to the design phase. This will ensure that prompt corrective action is taken to address the identified problems. In order to ensure the integrity of the evaluation process, it is advisable that an independent party conducts the evaluation process. In order to be successful, the Motivation system must be continuously evaluated and improved. Make rules for the many because of the behavior of a few. Organizations need policies and rules to create a legal, ethical, effective workplace. They do not need a policy to solve every problem. Yet, so many organizations make policies to prohibit or address the behavior of a few employees. Why burden all employees with a policy or a procedure when you can individually address the behavior of the few.
Focus on mistakes and errors no matter how trivial they are in comparison with successes. This is especially a problem at weekly meetings and during periodic performance evaluations. Managers must provide balanced feedback, but let’s get real. If an employee is making mistakes most of the time, why not fire the employee? The job must be a terrible fit for the employee’s skills and capabilities. To dwell only on problem areas destroys the employee’s confidence and self esteem, makes the employee more error prone, and makes your organization wonder why they promoted you to management. Hold meetings, coaching sessions, and performance reviews in which the manager does the majority of the talking. Only a rare employee will find a work environment in which he or she is talked at motivating. But, it happens frequently. Even in organizations that encourage employee involvement, managers are not always skilled at discussing performance with employees. Set unattainable goals and penalize employees for not meeting them. Corporations, especially, have the practice of determining goals for a division or department from the top of the chain of command.