Motivating a clerical assistant

It has been found out that morale and high productivity or output always go together. They have a positive correlation. If the worker likes his work, his fellow worker , and the company, his high productivity will bring him increased acceptance and prestige among the workers and management, as well as increase in pay and advancement in position. He finds these things rewarding and is stimulated to work conscientiously. As a wise and effective supervisor to the clerical assistant, I should aim at both high morale and high productivity to be developed and sustained during these times and in the coming hectic season. Some specific things I can do: 1. Provide good physical conditions for work. I cannot literally give to the assistant because I do not own the company nor even position myself as the manager. But I will try to influence my big boss/es that those things that can help improve his/her work be provided like small amenities as supply of office materials needed to speed up his/her work to a ventilated workplace. 2. Reduce work frustration on the job to a minimum by means of a good environment and/or working relationship. 3. Treat him/her as one that has a personality that can be hurt. Hence, with the assistant around, I will influence others in treating the assistant as somebody who is needed and must be encouraged by thoughtful words and tact. 4. Have a good communication system. This is related with item #3. It is my job to facilitate smooth flow of interrelationships in the department. I believe I can do this by proper feedback of things that add credit to the assistant and back to others especially the director. The person with high morale has confidence in himself, thinks his work is worth doing and that he is doing a good job (Landy, 1985). Perhaps, one good exchange I can probably offer him/her is flexible working hours. I can suggest this to the management especially when the assistant has other pressing responsibilities at home. Another is schedule trips that can be given away as incentives after the hectic season (Baron, 1983). Reference: 1. Baron, R. Behavior in Organizations: Understanding and Managing the Human Side of Work, Boston: Allyn and Bacon, 1983. 2. Landy, F.J. Psychology of Work Behavior (3rd edition). Dorsey press, 1985. Â