Why do people work?

That’s the single most important question in the field of management. How you answer it can tell volumes about your management style.

The most common answer is: “Because they have to.” If you believe that, you are likely to favour tactics like punch clocks, chose supervision and constant nagging, minimizing any opportunity for your workers to shun their work.

If I am the manager, I would like making the works more interesting, more competitions in the group, Let them to show the responsibilities and represented individually.

Another common answer is: “For the money.” That one leads you to intricate financial arrangements attempting to tie each worker’s pay to his or her output, and providing an array of monetary incentives for extra effort.

I do believe that the bonus or incentives are the most factors to motivate any employee, due to I was the one in the past.

But the truth is, we all know people who pour themselves into work that they don’t have to do. And we’re all familiar with the volunteer who works harder than the paid staff, or the “dollar-a-year” executive who seldom goes home to sleep. For most of us, even a modest amount of self-examination will reveal that ”because we have to” or ”for the money” are, at best, only partial answers to the very complex question of why we work.

The generation after 90s they are more care the self-fulfilment, it is very hard to supervision to them, we may use unique way let them to accept.

Gaining a better understanding of what motivates people will make you a better manager. It will help you get the most out of those who work for you.

To be a more than 20 years of manager I would like to say I am not too bad from the feedbacks f my staff. Now I have retired and happy to be a house wife entirely.