| There are two types of people in terms of the | | | | people are logical, and are only motivated when |
| kind of motivation that inspire them. | | | | they understand the logic behind such feedback. |
| The first are the ones who always need to be | | | | Such people are rather easy to handle as they |
| patted at the back and let to be known that they | | | | look at things with a more rational eye. |
| are doing a fantastic job and can do even better | | | | In most companies (in fact, I doubt in all |
| if they want. This helps this group of people so | | | | companies), such emotional profiling of employees |
| much that they actually motivate themselves to | | | | are never done. In most cases, the motivational |
| get better every next time. These kinds of | | | | methods are mainly standardized or generic |
| people are highly emotional and will remain loyal to | | | | thereby failing to achieve the desired results. The |
| their organizations so long their emotions are not | | | | greatest drawback of the existing motivational |
| hurt or bruised. Therefore, all communications with | | | | methods is that, they hardly take into account |
| them, mainly when it comes to appraisal, are to | | | | the emotional aspects of the employees. |
| be conducted in a very delicate manner so as not | | | | In today's highly complex working environment, |
| to de-motivate them about their work or abilities. | | | | when hiring and retaining capable and talented |
| The second type of people is the one, who is | | | | employees are becoming a big challenge, a re-look |
| motivated by critical appraisals. That means their | | | | at the motivational methods based on Emotional |
| supervisors need to explain to them critically how | | | | Profiling may solve quite a few problems. |
| the appraisal results have been reached. These | | | | |