The motivation is to bring the subject into an object by means of an effort to achieve that goal. In the work would attract the subject (worker) was the object (to increase productivity and production) by means of an effort (salary, incentives …). In this case the driver would be responsible for the employer, although increasingly the number of companies included in its staff of psychologists or experts in motivation to that effort is not limited to labor and includes aspects such abstract and difficult to convey such as love of the business, achievement, effort …

We can classify the reasons into four types:

1. Motivation related to intrinsic task to perform:

In our model would work. That is, all the efforts to motivate the employee to improve their work.

2. Motivation related to the self. Self-esteem:

When trying to learn and improve in our work we’re making a positive idea of ourselves, to help us continue our work and learning. The experiences that have workers will gradually forming self-concept and self esteem.

3. Motivation focuses on the social value:

The acceptance and approval is received by members of the company that he considers superior to him.

4. Motivation linked to rewards:

Consists of those extras or bonuses received by the worker to carry out their work.

The cardinal rule of handling problems between employees is doing ignore the issue. Any conflict that lasts more than a day or two must be dealt with head-on. Allowing inter-employee conflicts to fester results in reduced productivity, lower morale, and can strongly influence the level of respect the workers have for you, the owner.

Employer as Mediator

The role of a mediator is to hear both sides of a conflict and recommend the best resolution based on logical, non-emotional consideration. Your best bet is to listen to each side separately. Allow each involved employee to vent without judgment. Try to listen for any underlying issues — does the worker feel disrespected? Underappreciated? Is there some other issue between these two workers? Understanding any ongoing, unrelated issues will help you find a more lasting solution to help the employees return to productivity.

Ask each involved party how they think the problem should be resolved, including what they could do differently the next time to avoid conflict. Encourage ideas that reflect cooperation. Once you arrive at a solution, again speak with each employee. Be very clear about what you expect of them, and consider ways to hold them accountable for following your directions.

If either party behaved in a particularly unacceptable manner, be sure to address that immediately. While it is important to be fair, it is even more important to maintain control over your business. You set policies for a reason, and the emotional outbursts of conflict are not justification to violate those policies. Follow the established code of conduct, then deal with the underlying issues that are forcing you to play the role of mediator.

An Ounce of Prevention for Employee Conflicts

Dealing with internal conflict is never easy, but there are a few things you can do before problems start to reduce their frequency and intensity. As you are building your business, you are also building the overall company culture. Be cognizant of how you deal with conflict, because your leadership will guide the behavior of your staff — for better or worse. Encourage a culture of cooperation, integrity, and open communication. By making these traits standard from the beginning, you will be able to eliminate many employee issues before they start. Standard management principles advise that you get what you give, as well as what you expect, reward, and put up with from your staff.

As your venture grows, your key personnel will need strong conflict resolution skills to manage lower-level employees. Build these skills into your training program, and look for these skills before you hire through the use of targeted interview questions. When conflicts arise and are resolved, share the outcomes with your management team — actual lessons-learned tend to have a stronger impact than simplistic how-to manuals.

The role of employer can be a difficult one for entrepreneurs to embrace. Just remember that your employees cannot be just like you — if they were, they’d be running their own business instead of yours. Be as empathetic as possible without becoming everyone’s personal counselor. Develop a strong foundation of the culture you want your company to have, then reward those that strengthen the culture and handle those that don’t.