Motivation is most likely one of the most interesting concepts of employee behaviour in the recent years. For decades we try to answer this one question: "How can I motivate my team?". It is seen that poorly motivated employees tend to underperform, whereas highly motivated staff achieve their goals successfully.
Motivation is the will to perform.
Motivated employees are enthusiastic, willing to take on additional responsibilities and are satisfied with their work. On the other side demotivated staff are not open and accept change easily, see problems as obstacles to success, they often also have poor time-keeping and attendance.
It is clear, that organisation which can motivate their staff are more likely to achieve their objectives.
It is no longer consider that only financial rewards motivate people to perform. Of course, money is considered of a great importance, but people are not always willing to accept any type of work for this benefit only.
It is also suggested that feedback on performance and knowledge on the consequences of their work can positively influence motivation. People will often change their behaviour if it could influence negative outcome. Studies reveal that individuals reported higher perceptions of competence and task enjoyment relative to others when given feedback on their performance relative to others. Punishment however, if it is quick, fair, private and focused can also change certain behaviour.
In my previous blog called "What motivates your team. Theory review" I have been briefly looking at the expectancy theory of motivation. This theory suggests that people are act in accordance with their conscious expectations that behaviour will lead to certain outcome multiplied by the valence that person has for that outcome. It argues that human behaviour is dictated by subjective probability of achieving their goal and is based on the decision making process: estimate of the likely result of their behaviour. This concept also recognise that individuals differ as they will not value the same thing equally the same.
I have also further explored the goal theory, which suggests that individuals will perform high when specific goals are set and there is continuous performance on their goals. Therefore a goal setting is a standard practice in organisations. The goal directs attention, mobilise effort, encourage persistence and strategy development. Additionally it is noted that self-evaluation and self-monitoring is also very important. This encourages employees to develop and learning. However organisational bureaucracies often make the goal set by the individuals difficult that result in lower motivation. It can also be argued, that in fast changing environments individual objectives will often fail the need for change and flexibility. More over, often individual goals can also be seen as counter-productive where team work is highly valued. Therefore team goal setting is of high value to the organisation.
Further to the two theories (expectancy and goal theory) another concept of reward motivation was developed. This methodology consider the intrinsic rewards (sense of achievement, advancement, recognition) and extrinsic rewards (working conditions, pay). It is also argued that the intrinsic rewards are of higher value and are more immediate with more powerful influence.
Further adding the fairness and to the reward concept the equity theory was born. This methodology suggests that if an individual perceives that he is also treated fairly among others that he is likely to be satisfied. The fairness can be born from many different factors.
Mainly: consideration of their viewpoint, consistent treatment among all team members, provision of continuous feedback and providing them with appropriate explanation of the decisions.
However, it is worth adding that individuals will differ in their personal view of equity and this can often be very subjective.
Motivation and change
Change can be source of frustration, anxiety and fear or a renewed source of motivation and challenge. Change in the organisation can have lasting impact on the employee motivation. Major organisational change can alter employee expectations towards equity, involvement in the decision making and even job security. Such violation can cause resentment and bitterness and consequently it may lead to demotivation. Ironically, change requires increased level of employee motivation, yet all it can often lead is stress and insecurity.
When implementing change there is also higher potential for conflict, which can have positive or negative implications. It is suggested that conflict may increase the individual enthusiasm, stimulate creative thinking and can inspire people to confront longstanding problems and explore new approaches. It may inspire reflection and help people clarify their views and it tests their abilities. However negative results of conflict can lead to dissatisfaction and lower performance. Long lasting conflict can also have a significant impact on the employee well-being. Therefore careful management of conflict in the organisation falls within the competent managers.
Communication is a vital source of motivation in a workplace. For example employees are likely to be motivated by continuous constructive feedback and recognition. What is more important, is that the communication needs to be two-way. Employees need to communicate their expectations and desired outcomes to the managers. Following on that thought, miscommunication can cause motivational problems. Managers who promise more than they deliver will never be trusted. Therefore, giving and receiving feedback is of a great importance.
Based on the information above a main question comes to mind: How can we draw up processes and procedures to increase motivation at work? Looking at all the theories they seem rather not practicable and the modern research tends to move away from providing general solutions. It is recognised however that the workplace environments change drastically in this modern world and modern organisations. It is therefore been suggested that different criteria of people will develop different approach, belies and have different motivation factors. For example a persona of self-developer is most suited to the model of modern business needs. They are likely to have higher level of education, able to solve problems more efficiently, process information and adapt to change. Such individuals are motivated by the opportunity for expression, by challenge and development. They need to be involved in the decision making and have access to information.
Recent researches explored that the relationship between the personality and job performance is significant. This is providing an alternative approach for managers as it changes the focus of motivation into the job design. Many researches argues these days, that well-designed job will enhance employee motivation.
This can be done for example by increasing individual accountability. Managers can enhance the sense of responsibility and personal challenge, hence allowing scope for growth and advancement. Removing the controlling style of the manager allow greater freedom of action and give higher potential for growth and recognition via trust. Also, delegating responsibility and interesting tasks will give an opportunity for achievement and growth. Forming groups who enjoy each others company create compatible teams. It has to be noticed that creating more responsibility is a form of recognition and it may reduce the potential dissatisfaction of having to comply with all different policies and procedures. And finally providing direct feedback will facilitate growth and improve motivation.
Motivation is a complex subject. In short managers should:
Recognise the ambitions and needs of each employee and the perceived outcome they want because it differ from person to person.
Managers should give opportunities when designing the jobs for achievement, recognition, responsibility and rewards.
Managers should be clear on the goals they want to achieve and the goals need to be SMART both realistic and achievable.
Managers should evaluate their policies and management styles to avoid sources of demotivation.
Managers should be mindful of conflict and the negative as well as positive impact on the employees.
Managers should encourage two-way communication and continuously give feedback as well as creating opportunities to receive it.
Managers should design their job and ensure new employees for a position are sourced with relevant skills and motivation drivers are determined.
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