GUIDES TO MOTIVATING
THE NEW YOUNG EMPLOYEE
1. Make them feel important
Most young people desire to be accepted on a par with others deemed
important. They like to give the impression that they "are
somebody." They like to be asked their opinions, to give advice,
and to be looked upon as outstanding in their group.
2. Recognize their individual differences
Psychologically there are differences among people. This fact
is generally accepted, but sometimes failure occurs in applying
it. Too frequently, it is erroneously assumed that the same desires,
goals, and interests will appeal equally to all members of a group.
It is vital to understand the makeup of the young employee.
3. Give adequate guidance
The typical young employee wants some orientation but resents
explanations and requests carried to excessive details. He wants
to do some of the "figuring out" for himself. He dislikes
being pushed into solving his own problems; but after solving a
problem aided by helpful guidance, he thinks more of the manager
who prompted him to take hold and figure out the difficulty.
4. Practice participative management
Employees like to be consulted about changes that might affect
them. They want to be a part of and know what is going on. However,
effective participation requires adequate knowledge by the employee
on the subject discussed and willingness by him to accept responsibility.
5. Recognize most young people are acquisitive
A human being wants his rightful share; he believes in getting
what he can get within the limits of what constitutes a square deal.
When difficulty arises in understanding a situation thoroughly,
take time to explain, to answer questions, and to show that the
action is justified based on the facts in the case.
6. Be a good listener
Greater understanding and more factual information are gained
by listening, as well as impressing others with our interest and
fairness. Many differences of opinion are mitigated when listening
by one party is practiced. Permitting the other to talk himself
without interruptions and to tell his entire story often results
in the talker seeing the errors of his views or in agreeing that
perhaps there are other valid viewpoints. Troubles and hurdles to
harmonious relationships are placed in the open when good listening
skills are followed.
7. Avoid arguments
Many people dislike arguments for they will realize that to argue
does not settle differences. The winner of an argument is a nebulous
concept; nothing is won, and actually a great deal is lost. Very
seldom is the loser of an argument convinced to the viewpoint or
cause of the winner; usually the breach in the original differences
8. Know deep feelings of others
Human beings are usually quite sentimental about personal attachments,
experiences, and emotions that stem from their intimate experiences.
These deep sentiments should be used to build up good relations,
not destroy them. For a manager to ridicule a new employee about
his sentiments or to tell him point blank that he is entirely wrong
will convince the employee of one thing -- that the manager is a
very difficult person to get along with.
9. Employ questions to persuade
This is an old, but effective technique; it brings excellent results.
Most young people like to talk about those subjects in which they
are well informed or interested. The question approach permits them
to tell what they know and to impress others with their knowledge.
Also, by carefully stating questions it is possible to get the other
party to say "yes" to a number of minor points so that
he will be inclined to say "yes" to the important. In
other words, a "no" answer is avoided.
10. Provide effective supervision
Whether employee motivation is good or bad depends in great measure
upon the caliber of supervision provided. Viewing the new employees
as human beings, knowing their strong likes, letting them know whether
their work is satisfactory and how to improve themselves are illustrative
of the types of things a supervisor can do in order to stimulate
11. Recognize the importance of the work environment
The young employee's values and world pertaining to color,
sound space, dress, language, hairstyle, and food tend to be real
job dissatisfies. They see the typical physical environment as an
over identification with older culture values and little respect
for their values. Create a work environment and a personal leadership
style that allows for the wide range of human values and needs in
today's changing society. Develop a motivation and leadership
style that achieves both organization and personal goals.
Fourteen Ways To Win With Teenagers
1. Use teenage employees to contact potential employees.
2. Work with schools, youth groups, and nonprofit organizations
to find potential employees.
3. Make expectations clear during the interview and again during
4. Be liberal with praise.
5. Be firm and fair.
6. Train on site. Involve both management and non-management employees
in the training. Don't rely completely on "on-the-job"
7. Train managers to be patient, to train employees in both job
skills and work habits, to give respect to all employees, and to
8. Train employees in more than one position and give them a chance
9. Offer opportunities for promotion within both the hourly crew
and management levels.
10. Pay close attention to scheduling problems. Remain as flexible
as possible but distribute work evenly.
11. Give incentives -- raises, promotions, fringe benefits, scholarships,
recognition awards -- to work hard and stay on staff.
12. Balance crews so that experienced staff members always are
on duty with inexperienced ones.
13. Remember that teenagers are members of the same species as
bosses and respond to the same management techniques that older
14. Study the local employment and population projections to see
whether the dwindling labor pool will affect your area. If so, start
NRA NEWS. October 1983.