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The article focuses on the need for companies to treat staff properly and keep them motivated at work despite recession in Australia. It was found that 37 percent of Australian companies are planning to reduce staff according to a survey by Hay Group Inc. However, companies that have intention to cut employees can lose the loyalty of staff who have invaluable training.

Reports the reduction of executive incentive pay in Australia. Problems of incentive pay schemes; Consequences from the scrutiny on executive remuneration by retail and institutional shareholders; Factors attributing to employee motivation.

Discusses the popularity of staff ratings systems as a way of measuring and motivating employees in Australia. Details of the ratings system employed at Saint George Bank; Drawbacks of ratings systems; Move of consulting firm Accenture away from ratings systems. INSET: AWAITING JUDGMENT.

The article offers information on the strategies of recruitment firms to overcome the impact of the economic recession. It notes the strategies of Marble Group wherein it hosts activities to enhance its employees' morale and keep them motivated as well as develop their skills. It also mentions the measure initiated by the West Recruitment wherein it expanded the range of its services by establishing a business support division to recruit administrative staff.

Discusses the use of storytelling by Queensland Rail to imbue employees with motivation. The company's hiring of business writer Stephen Bright to create a series of possible futures for the corporation; Issues addressed in the stories, including organizational dynamics, work accidents, and workplace tensions; Excerpts from one of the stories; How Bright researched the stories; Comments from Kevin Burgess of Queensland Rail.

The article highlights the role of charities in employee satisfaction as well as staff engagement. The corporate philanthropy program of biotechnology company Amgen is fundamental to staff retention. A research study has found that employee motivation is enhanced by workplace giving and volunteering amid economic uncertainty. Kraft Foods, a Foodbank donor, also benefits from working with the charity when it comes to fostering staff relationships and attracting top talents.

The article explains the essence of motivating essential workers in improving business management in Australia. Virtunet, owned by serial business owner Martin Kosasih, devised a team reconstruction process that applies daily peer review sessions, where workers are encouraged to address the positive and negative traits of various team members to boost worker motivation. Businesses can keep their key workers by devising plans that enhance their personal growth and satisfaction.

This article offers a look at the perks offered by companies to keep their staff happy and motivated to work. According to Google Chief Financial Officer Patrick Pichette, there is a logic and a return on investment behind the incentives they offer to employees. Some of the famous practices at Google include providing free meals and massages for the staff. Pichette explains the 20% rule at Google and the benefits of this approach. At IBM, employees are encouraged by the computer company to work from home.

The article highlights the approach of computer storage vendor NetApp that led to its selection as the nation's best employer. The firm attributes its success to its recruitment of good people that fit into their workplace culture and its trust in them. The recruitment consist of the interview process, an orientation program and hands-on sales training. Strategic measures have also been implemented to boost staff morale and engagement such as a subsidized gym membership, flexible working arrangements, parental leave policies and philanthropic activities.

The article highlights the workplace culture of Austereo, a media company based in Sydney, New South Wales and ranked 24 on "BRW" magazine's Best Places to Work list for 2010. Head of human resources Jill Johnston attributes the firm's success to professional development, training, mentoring and a culture that rewards new ideas and results. This strategy is accompanied by a policy of internal recruitment to allow employees to feel their career progression and recognize their training needs. The firm also offers team-building exercise and staff awards.

The article discusses the results of a research which identified a culture of trust as an important measure of a great workplace, conducted by U.S.-based Great Places to Work Institute (GPTWI). The research found that easing economic conditions have helped measures of trust increase by four percent. The survey reported the average salary of non-management staff, managers and senior managers as well as the high-value perks offered to employees such as those related to health and training opportunities.

The article examines the potential benefits that can be gained by Australian businesses from adopting strategies on climate change and environmental sustainability. According to the author, climate change and sustainability initiatives can become powerful tools to motivate and attract employees, reduce operating costs and improve business efficiency.

The article focuses on the ways to discover and redefine a greater purpose that would motivate corporate staff to stay and work harder. The author points out that it is not enough for a company to maintain a high level of service through unique company processes beyond making profits for partners and keeping clients happy. However, it is significant for a company to make its employees feel like they were performing a special job and proud to work at the company.

The article discusses the presence of leadership within a workplace which the management needs to pay attention for the company's advantage. It makes any serious investment in their employees' skills a low priority in needing to maximize shareholder returns. It is believed that investment in people is more dangerous than investment in capital. Workforce will be predominant if a worker will possess the ability to understands the motivation and aims of a more mobile.

Provides tips for managers on how to make an annual employee performance reviews. Importance of continuing communication with its employees; Avoidance of rescheduling the meeting, taking calls unnecessary calls, canceling the review and others; Impact of an effective performance review on employee motivation.

Provides information on how the managers should handle the anxieties of the employees towards work. Importance of the communication between employees and the management; Significance of motivation from the management to the employees to control work anxieties; Comparison of the different responses from the managing partner of Crowe Lovett Mann, Bodo Mann and the chief executive officer of OSA Group, Ian Shakespeare, on taking responsibility and credit for the work of others.

Discusses the effect of bonuses on employees in the finance industry in Australia. Consequences of bonuses; Use of bonuses to match rewards and performance; Observation that bonuses reduce employee motivation to making money; Realization of National Australia Bank to change its bonus system; Techniques in crafting effective bonuses.

Reports on the increase in staff turnover rates in call centers in Australia. Survey published by Genesys Australasia regarding staff turnover; Main reasons most call center staff leave their jobs quickly; Solution for retaining, motivating and promoting call center staff; Recruitment programs.

The article discusses the results of a survey regarding the effectiveness of co-working spaces as compared to traditional office spaces. Survey results show substantial predictors of thriving such as meaningful work, more job control and motivation, and connections in the community. Managing partner Michael Kenny of co-working space Co-Merge also mentioned the incorporation of co-working spaces as a business strategy to offer flexibility in workplace and time.

The article discusses the methods employed by the Vend firm to boost and maintain work motivation as a means of sustaining employee productivity including the alignment of professional development with personal goals. It also takes note of the inspirational advantage provided by strengths-based leadership and the importance of recognizing accomplishments. Open communication and management by objectives are also discussed.

Presents the views of Anthony Toop, co-owner of Australian real estate agency Toop & Toop, regarding employee motivation. Efforts to control exodus of senior managers to rival companies; Disadvantages of excessive staff consultation; Positive impact of strong leadership; Value of internal motivation among employees.

Presents the views of Sue Barrett, owner of Australian firm Barrett Consulting, regarding employee motivation. Necessity to tap into staff's core values; Recruitment of self-motivated people; Percentage of people who work for financial rewards; Importance of a stimulating environment; Recognition for achievements.

Presents the views of Peter King, owner of Australian firm King Park Electric, regarding employee motivation. Effectiveness of open management; Creation of sense of ownership among employees; Encouragement of staff to make their own decisions.

Reports on the benefits offered by companies in Australia to retain their staff. Incentives offered by United Capital Securities; Grooming sessions and yoga courses at McGrath Partners Estate Agents; Child care centers of Westpac; Counselling services of AMP Financial Services.

Reveals that recognition, feedback and the chance to learn new skills rate ahead of monetary benefits are motivating employees to stay with their company. Financial and productivity costs of fast labor turnover; Importance placed by employees on having definite responsibilities and learning opportunities.

Discusses the need to tailor incentive and motivational programs for a restructured business enterprises. Motivation of employees' to embrace change; Salary reform based on profit sharing; Flexible pay systems; Promotion of teamwork.

The article offers tips on how to nurture a workplace culture that will make talented employees thrive. According to the article, establishing a workplace culture based on talent can only be achieved when talented people want to be a part of the growth and success of the company. Key to developing this culture are business leaders who provide job security and understand the capabilities of employees, their future career goals and aspirations.

The article discusses the increasing interest from business leaders in recognition programs for employees as observed by Great Place To Work director Zrinka Lovrencic.

The article offers some tips for goal setting and planning for any business. It states that business goals may change but a clear vision is necessary for success. It stresses the importance of having a clear purpose to which people can have an attachment and be motivated. The author also suggests recognizing and praising employees for their contribution to the business just like the RedBalloon's Oscar program.

The article provides ways for entrepreneurs to teach themselves in staying motivated over the long haul. It is stated that the ability to tap into one's determination and grit is not an innate skill. To teach oneself to keep the business going despite long odds, it is suggested that the entrepreneur structure his/her life and job to make sure he/she is working towards the larger goals. It is suggested that the entrepreneur understand the main motivation to focus efforts on reaching such goals.

The author discusses strategies for chief executive officers (CEOs) to position their companies to achieve profitability. He cites the importance for CEOs to secure a safe position in the industry rather than forever looking over one's shoulder at competitors. Furthermore, the author also suggests the advantage of adopting unique organizational culture that will motivate employees to look forward to come to work each day and stay.

The article offers tips on how to motivate employees to innovate or make innovation part of their job.

The article presents advice by Richard Branson, founder of the Virgin Group, to entrepreneurs embarking on a campaign to re-brand their newly acquired businesses. Citing his experiences in launching Virgin Trains and Virgin Media, Branson encourages them to motivate their new employees to be enthusiastic about the culture and purpose behind their brand, which would inspire them to provide high-quality service that will win the brand more customers and set it apart from competitors.

The article presents how boutique market research and planning consultancy ruby cha cha grappled with attracting and retaining senior people to ensure its business growth.

The article discusses how corporate expense accounts can be used by companies in Australia to encourage valued employees. Although corporate expense accounts can be a source of abuse, they help in retaining premium staff. Corporate expense accounts help in making employees feel that they are valued and nurtured. The author points that companies should make employees liable for any debt in order to help companies monitor expenses.

This section offers news briefs pertaining to management in Australia. Vantage Human Capital warns about the consequences of poor staff management. A study by the National Centre for Vocation Education Research (NCVER) shows that motivation varies on trainees' decisions not to complete their apprenticeships or traineeships. According to Deloitte's partner for national security and privacy Tommy Viljoen, improved business conditions may increase the risk of cyber crime.

The article reports on the findings by polling company Colmar Brunton that employees in Australia are motivated at work by money and job security and that motivation factors are affected by age and gender.

The author offers insights on the strong urge among people to work and to do it well. He views that this urge to work means working with others in the right atmosphere. He believes that there are soothing relaxation areas for people suffering from stress as well as opportunities to study or to network overseas for the seriously ambitious individuals. He also notes the value of perks for staff, the morning huddles as well as the flat hierarchies contrary to bribes or signs of amiable but ineffective management teams at companies.

The article presents views from experts on how to achieve the goals in the company. Vince Watt, chief financial officer at MLC, states that goal setting is important in setting a leadership in the team to come up with satisfaction and standards. Glenn Moris, business operations manager at International Business Machines Corp., shares that goals serve as the source of inspiration to help others understand the financial condition.

The article focuses on the rewards used by companies to motivate their employees to reach the business' objectives. Business trainer Jason Ash cites the incentive program of the MRWED Training & Assessment which offers points to qualify the employees for rewards such as televisions, days off and a free day at spa. According to March Ratcliffe, MRWED founder, they advocate to use non-cash incentives instead of cash since they are more likely to motivate people to achieve improvements.

The article provides information from Pofessor Ayala Malach-Pines of Israel's BenGurion University on how to deal with work burn-outs. Malach-Pines stresses that burn-outs are caused by employees' negative life perspective including their inability to believe that life is meaningful and their work is important. She also emphasizes that the belief of generating a work impact can be a motivation of employees. Malach-Pines encourages the need to assure employees of the significance of their work.

The article offers information on the connection between weight loss and employee productivity. It notes that obesity can cause abseentism, risk of injury, and depression in work. It states that weight loss could enhance self-confidence and motivation and could also boost good performance in work. It cites the case of Craig Findley, a commercial manager at a coalmine in Hunter Valley, New South Wales, who lost weight and improved his job performance through AlphaOne chief executive Troy Grogan.

The article reports on the importance of employee communication, motivation and relationship between senior management and employees. It is claimed that employees can accept retrenchments if they are explained as part of an honest account of a company's performance. It is noted that stronger relationship between senior management and employees will result to a common interest in attaining organisational success.

The article focuses on the importance of trust and confidence in businesses in Australia. It points out that trust plays a critical role in organizational leadership. It mentions that it is necessary that managers must gain the confidence of their employees to surge undertakings especially during the hard times. It comments that managers who can motivate personnel are most likely to be successful to endure their struggling businesses and can retain the organization's most valued employees.

The article highlights the results of a survey, conducted by Hay Group and "Fortune" magazine on employee reward programs. According to the survey, highly successful global companies make big gains out of staff reward programs. It reveals that fewer than half of Australian and New Zealand companies reward individual employees for superior performance compared with nine of the top 10 companies in the global ranking.

The article reports that the happiest workers in Australia are the people in human resource services and recruitment, according to job web site Seek's Intelligence Survey of Employee Satisfaction and Motivation for 2007. The other happiest workers are people in the government, community, sports, mining, oil and gas sectors. The unhappiest are people in real estate and property businesses.

The article reports on a survey conducted by the human resources consulting firm Right Management which revealed that most Australians feel unmotivated at work. According to the survey, 62 percent of workers who responded to the study felt disengaged. According to Right Management, Australian workers are not alone in this feeling, with employees at Great Britain and the U.S. complaining about feeling disengaged at work.

The article provides several tips on how business enterprises in Australia can motivate their employees to become more creative and adept at integrating technological innovations into their work. It is recommended that companies establish trackable and specific rewards or bonuses that are tied to cost savings or production efficiencies.

The article reports on the finding by human resources company Talent2 that most employees in Australia feel under-appreciated by their managers. The study says that half of Australian employees say they are not rewarded with perks for a job well done and that employees in property and finance are the most likely to receive a thank-you gift. A list of common rewards given is included, such as wines and mobile phones.

The article discusses on the significance of sharing employee's ideas to achieve growth in corporations in Australia. It was suggested that the push button tests evaluates the ability of a business enterprise to motivate it's employees for them to contribute their ideas. When implementing the practice, a person push a button to halt the operation of a company. His co-employees and the management listen to the opinion of the button pusher and creates steps for improvement.