Motivation
Motivation is a term that refers to a process that elicits, controls, and sustains certain behaviors.
Fundamentally, the
process of motivation stems from stimulation.
It is well accepted that this stimulus will be either internal or
external which in turn leads to a specific behavioral response. In business and
family life, if a one’s behavior is regarded as desirable and is rewarded, the
positive reinforcement stimulates the individual to repeat the desirable
behavior.
Individuals are
motivated through a wide variety of needs. Some people are highly motivated by
money, others by power, and others by praise. There is much research into how
far financial rewards will inspire people and we will talk more about that later
for now, the focus will be on non-financial factors. It should also be noted
that some people are self-motivated and perform because they like challenge and
want to perform. While supervisors can't
make or teach direct reports to be self-motivated, they can encourage and promote this highly
desirable personal trait. Generally, employees will show some self-motivation
if they (1) know what is expected of them, (2) think the effort is worthwhile,
and (3) feel they will benefit through effective performance. No employee goes to work for an organization
with a goal of failure…why do some people soar while others falter….it could be
related to the motivation that you are providing for your employees. Take a few minutes and read through the
following…
Watch
what & how you say something!
Managers need to be very
aware of impact that their verbal comments and nonverbal body language have on
their employees' motivation level. Below are some tips for being a motivator
and not a de-motivator.
Things
to do
Show honest
appreciation. When managers use
"I statements" to convey their honest appreciation about their
employees they are communicating personal appreciation, rather than using a
mechanical or an exaggerated response. Below are some examples of honest
appreciation."
- "I appreciate that."
- "I like the way you said that."
- "Thank you very much for that."
- "I sure like your taking that risk."
Assume nothing…make sure
you understand. Because we all make
incorrect responses, it is up to the empathetic manager to respond without
discouraging the employee from being willing to take risks and attempting to
problem solve. "I'm with you" statements communicate an compassionate
acceptance or understanding of what the employee has experienced or what they
are trying to communicate. Below are some examples of "I'm with you":
- "I can see how you would do that."
- "I understand why you would say that."
Provide praise and reward for all. We all have a tendency
to have our “pet favorites”. We need to be fair in distributing praise across our team and
organization as long as it is honestly due. Some individuals might receive
praise for bigger accomplishments than others but even the lower performers
need a regular pat on the back. Team managers should also gives praise to the
team & organization as a whole to encourage the group and also build team
cohesiveness.
|
There is a broad listing of theories as it relates to motivation. Most research focuses on two primary categories:
Intrinsic motivation refers to motivation that is driven by an interest or enjoyment in the task itself, and exists within the individual rather than relying on any external pressure. Intrinsic Motivation is based on taking pleasure in an activity rather working towards an external reward.[1] Intrinsic motivation has been studied by social and educational psychologists since the early 1970s. Employees who are intrinsically motivated are more likely to engage in the task willingly as well as work to improve their skills, which will increase their capabilities.[2] Employees are likely to be intrinsically motivated if they:
·
Attribute their results
to factors under their own control. The
power of Autonomy!
·
Believe they have
the skill that will allow them to be effective agents in reaching desired goals
(i.e. the results are not determined by luck but rather their skill development
and work ethic)
·
Interested in
mastering a topic, rather than just rote-learning to please their supervisor.
Extrinsic motivation refers to the performance of an activity in order to attain an outcome, which then contradicts intrinsic motivation.[3] Extrinsic motivation comes from outside of the individual. Common extrinsic motivations are rewards like money, awards and trips. On the flip side of the positive, extrinsic also covers negative factors such as coercion and threat of punishment. Competition is in general extrinsic because it encourages the performer to win and beat others, not to enjoy the intrinsic rewards of the activity.
Does extraordinary performance come from mercenary factors or is it more an inner satisfaction that could come from a variety of sources? I once worked for an organization that provided an incentive program that was very generous. Many employees earned a very nice income and trips that were “out of this world”. Yet, despite the financial reward, there were many top performers who were not satisfied. Eventually these star performers left the organization. Why does this happen? Social psychological research has indicated that extrinsic rewards can lead to over justification and a subsequent reduction in intrinsic motivation.
Motivation comes from two sources: oneself, and other people. When it comes from yourself, it is intrinsic….all other inspiration is extrinsic. The factors that motivate people can change over their lifetime, but "respect for me as a person" is one of the top motivating factors at any stage of life and is the most powerful stimulus for me.
Today, these
concepts are less likely to be used as distinct categories, but instead as two ideal types that
define a continuum:[4]
·
Intrinsic
motivation occurs when people are internally motivated to do something because it
either brings them pleasure, they think it is important, or they feel that what
they are learning is significant e.g. challenging work, recognition, responsibility
·
Extrinsic
motivation comes into play when a employee is compelled to do something or act a
certain way because of factors external to him or her (like money, awards,
trips etc). , job security, salary and fringe benefits
According to Abraham Maslow, people are motivated by unsatisfied needs.[5] The lower level needs such as Physiological and Safety needs will have to be satisfied before higher level needs are to be addressed. We can relate Maslow's Hierarchy of Needs theory with employee motivation. For example, if a manager is trying to motivate his employees by satisfying their needs; according to Maslow, he should try to satisfy the lower level needs before he tries to satisfy the upper level needs or the employees will not be motivated. Also he has to remember that not everyone will be satisfied by the same needs. A good manager will try to figure out which levels of needs are active for a certain individual or employee. Situational Leadership will be a topic in the future that we will discuss that will help us learn that employees need to be managed depending on specific situations, needs, experience etc…
Maslow has money at the lowest level of the hierarchy and shows other needs are better motivators to staff.
The average workplace is about midway between the extremes of high threat and high opportunity. Motivation by threat is a dead-end strategy, and naturally staff are more attracted to the opportunity side of the motivation curve than the threat side. I once worked for a manager who answered any performance issue the same way. A performance improvement plan designed not really to help the individual but rather as a managerial document to terminate that individual. Can you imagine how long this worked? Motivation is a powerful tool in the work environment that can lead to employees working at their most efficient levels of production.[6]
References
2.
^ Wigfield, A., Guthrie, J. T., Tonks,
S., & Perencevich, K. C. (2004). Children's motivation for reading: Domain
specificity and instructional influences. The Journal of Educational Research,
97, 299-309
3.
^ Ryan, M. R., & Deci, L. E.
Self-Determination Theory and the Facilation of Intrinsic Motivation, Social
Development, and Well-Being. American Psychologist, 2000.
4.
^ Alexander, P., Ryan, R., & Deci,
E. (January 01, 2000). Intrinsic and Extrinsic Motivations: Classic Definitions
and New Directions. Contemporary Educational Psychology, 25, 1.
5.
^ Tom P (2004).Managing IT According To
A Hierarchy Of Needs. N/A. http://archive.webpronews.com/it/itmanagement/wpn-18-20040302ManagingITAccordingtoaHierarchyofNeeds.html
6.
^ Steinmetz, L. (1983) Nice Guys Finish
Last: Management Myths and Reality. Boulder, Colorado: Horizon Publications
Inc.
No comments:
Post a Comment