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In this last portion of the 14 Principles of Management series, we’ll expound on the last three principles that deal with how to manage employee motivations.

In the last three principles, Henri Fayol teaches managers how to handle employees. This article talks about the secrets for inspiring employee motivation and touches on developing a healthy work culture.

Principle of Stability of Tenure of Personnel

According to Fayol, “Time is required for an employee to get used to a new work and succeed to doing it well but if he is removed before that he will not be able to render worthwhile services”. With this said, frequent job transfers, rotations, and turnover rates are bad for business. As such, avoid work terminations and job rotations as much as possible.

To avoid the time, effort, and money from going to waste, work on employee retention. Work stability enables employees to give their best output by giving them a sense of security, belonging and team spirit. Management should increase efforts in career development trainings, appointing fixed service periods, and hiring the right people to combat the workforce attrition.

Principle of Initiative

Employees should be given the freedom to take initiative. Employee initiatives, according to Fayol, are the hidden strength of organizations. They offer a first-hand perspective on the field work processes. This means that organizations should encourage the innate eagerness of the workers to take action without being asked first.


To do this, managers should open up opportunities for anyone to share their ideas, experiences, and work methods. Encouraging managers first hear out the inputs of their subordinates through consultations before they set to work on business strategies and expectations. This enables the workers to meet realistic quotas on time. It also gives the most satisfaction to employees when they are empowered to make suggestions that could make a difference.

However, the space for taking initiative cannot override the principle of one direction. It must first go through the manager before the employee should take action. This is the reason why the principle puts an emphasis on encouraging the worker to voice out their inputs. There should be someone there to hear and either affirm or gently reason out their proposals. It creates an environment of trust, openness, understanding, and belonging.

Principle of Esprit De Corps

Although it literally translates to the spirit of military units in French, it simply means unity is spirit, referring to the hidden strength not just in numbers but in harmony. This is adopted into English to translate to ‘morale’ or ‘team spirit’. According to Fayol, every employee needs to be a part of a team. He recognizes that team contributions are better than individual ones. That said, a company must have a group goal to achieve.

The role of the managers here is to create a welcoming environment for each member to feel accepted into the group. Fayol warns against spurring competition between departments which could divide the organization. He also leans farther from the subtle insinuating way of communicating which leaves plenty of space for interpretation errors.

To put this into practice, managers must ensure the proper coordination of work at all levels. These things should be encouraged: team rapport, employee enthusiasm, work recognition, support systems, and reminding the significance of the contributions of the team. It makes the members more involved and united in the project. Overall, according to esprit de corps, the manager plays a major role in cultivating the right company culture.


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