Managers talk about wanting a “better attitude” among their employees. What they specifically want is higher discretionary effort that leads to higher productivity and better customer loyalty. Motivated employees also want to stay with the organization, thus improving retention and creating a better work environment for the rest of the workforce; a positive ripple effect. That’s a concrete business result and not just an attitude. So how do we get motivated employees?
Often motivation is categorized into intrinsic and extrinsic motivation. Intrinsic motivation is the inner drive that compels people to achieve. It comes from within and can’t be controlled from outside. Extrinsic motivation can be influenced by rewards and punishment. This impact tends to be tied to the continuous flow of goodies. There is research that indicates that extrinsic rewards may decrease intrinsic motivation. In other words, if you are not careful, your sticks and carrots strategy may diminish your employees’ innate love for their work.
Many extrinsic motivators fall under a category that is also called hygiene factors. Frederik Herzberg created a two-factor theory that divides certain factors in the workplace into two categories: Motivators and hygiene factors. Hygiene factors, such as pay and working conditions can only be dissatisfiers. You have to pay enough attention to them, but you can’t rely on them to motivate employees. Motivators are factors like challenging work and recognition that can get you further on your path to getting motivated employees.
Intrinsic motivation includes the highest levels from Maslow’s hierarchy of needs, such as self-esteem and self-actualization. As employees have a chance to stretch their limits and increase their skills in challenging work, they have opportunities to enter the most fulfilling human experience called Flow. Opportunities to grow and learn are high on the list to increase employee motivation.
Some people have more inner drive than others. If you want motivated employees, look for them in your selection process. There are different drives that motivate people: achievement, power and affiliation, and each have their advantage. You can also probe for intrinsic drive with good interview questions.
In addition to the work itself, employees are motivated by being part of the work community. Facilitating meaningful connections at work increases employee motivation. Connecting them emotionally to the job and the organization is a powerful way to get them engaged. According to a CLC study, increased emotional commitment can lead to up to 55.9% higher discretionary effort.
Goal setting is also a way to motivate achievement. We are all familiar with SMART goals. Motivation is highest, when the goal is challenging, yet achievable. It also has to be specific enough to be worth pursuing.
Go after motivated employees to go after business results.
To have employees “who are motivated”, “have better attitudes”, “are loyal” or however you want to describe it need to be treated with RESPECT by management and the company. I’ve worked for IBM, Motorola and Dell; I was treated as if I was no more valuable than a piece of furniture. As long as the chair is needed it’s kept. When the chair isn’t needed, it’s disposed of. Why should I make an extra effort when I know I can be terminated on somebody’s whim?
Gary. you are absolutely on the right track. Making employees feel valued is a fundamental leadership concept. It was discovered a long time ago, if you have heard of the Hawthorne effect. If the employees feel that they are just cogs in the machine, there will be no emotional connection to the organization, thus no motivation for discretionary effort. Not all big corporations treat employees like a commodity; some have been successful in instilling a culture where individuality matters.
In my own experience, I encourage anyone that considers him/her self a good worker to seek for a good working environment.
To be more precise in that dummy statement, a good worker needs good tools, good guidance, good advice, and (corporate)transparency/trusted relationships with the people at work.
If you have that, good compensation comes with it.
In other words a demanding/excellent employer should have demanding/excellent employees.
So the employer needs to demonstrate up front those things to get me on board to do something motivated. None of those things must be negotiable but granted.
On top of that I prefer working with people that take things with caution but personally (like if they ruled the company) and with confidence and transparency so I can trust them.
All of that is what motivates me.
Joshua, you are very nicely articulating the law of attraction between good employers and good employees. Thanks!
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