Leadership Development

Leadership: To a great extent, an employee’s experience at a company is shaped by his or her boss; employees rely on supervisors for everything from communication to promotions and rewards. Not surprisingly, a number of studies show that ineffective supervisors – that is, "bad bosses" – are the largest single factor driving employee turnover.
The Employee Retention Challenge –  Development Dimensions International

Myths About Motivation Most supervisors believe money is the top motivator.  Money is not the top motivator.  Many studies show that good income is usually ranked in the middle of the list of ten top motivators.  Compensation is usually viewed for its exchange value.  Employees "expect" a paycheck in return for completing their work.  Employees want to feel as though their contribution is important.

In those same studies referred to above, managers rate good wages, promotions and job security far higher than do employees.  Employees indicate their top motivators are appreciation for a job well-done and feeling "in on" things.

There is a direct correlation between the expense of incentives and level of satisfaction with those incentives. 

The most important incentives for employees are non-cash rewards.  Employees who feel valued for their work and who receive public praise for their good efforts are the most satisfied employees.

Most employers think that motivational rewards to employees, such as development opportunities, will result in higher turnover.  In fact, the opposite is true.  The more you develop an employee's marketability, the more they want to stay with their current employer.  Development is particularly important for Generation X, who value an employer that allows them to acquire new skills and add challenges to what they do.