Of all of Herzberg's positive motivators,
responsibility is (present simple, A.V.) the most lasting. One reason is (present simple, A.V.) that gaining (gerund, A.V.) responsibility is itself seen (present simple, P.V)
as an advancement which gives (present simple, A.V.) rise to a sense of
achievement and can (present simple, A. V.) also improve (infinitive, A. V.) the work itself: a multiple
motivation! Assigning responsibility is (present simple, A.V.) a difficult judgement since if
the person is (present simple, A.V.) not confident and capable enough, you will be held (future simple, P.V.)
responsible for the resulting failure. Indeed, delegating responsibility
deserves (present simple, A.V.) another article in itself (see the article on Delegation).
Advancement
There are (present simple, A.V.) two types of advancement: the long-term issues of promotion,
salary rises, job prospects; and the short-term issues (which you
control (present simple, A.V.)) of increased responsibility, the acquisition of new skills,
broader experience. Your team members will be looking (future continuous, A.V.) for the former,
you have (present simple, A.V.) to provide (infinitive, A. V.) the latter and convince (infinitive, A. V.) them that these are
(present simple, A.V.) necessary (and possibly sufficient) steps for the eventual advancement
they seek. As a manager, you must (present simple, A.V.) design (infinitive, A. V.) the work assignment so that
each member of the team feels (present simple, A.V.): "I'm learning (present continuous, A.V.), I'm getting on (present continuous, A.V.)".