Employee Motivation A Powerful New Model
EmployeeMotivationA Powerful NewModelJoseph ChungAM Journal Club22 Oct 2011
Motivation "the psychological feature that arouses anorganism to action;" and "the reason forthe action."Webster’s Dictionary
What motivate us as human being?It was "the real or the apparent good" of “Itis the object of appetitesome anticipated consequence, or imageof "what originatesis to come" derived in "referencewhichto what is present," that simulated a livingmovement,thisorganism to pursueit (ifobjectpositive) or avoidit (if negative).maybe either the real orthe apparent good.Tothe thinking soul imagesserve as if they werecontents of perception.”Aristotle
The "pleasure principle" asthe primary mechanism ofmotivation. Organisms aredriven to "seek pleasurableexperiences" and "avoidpain;"Sigmund Freud
Hierarchy of NeedsAbraham Maslow
But what actions can managerstake to satisfy the four drives &increase their employees’ overallmotivation?
Driven: How Human NatureShapes Our Choices Paul R. LawrenceNitin Nohria2002HBR July-Aug 2008
Two studies . Survey on 385 employees of two global business( financial services giants & a leading ITservices firm) Employees from 300 Fortune 500companies
Overall Motivation EngagementSatisfactionCommitmentIntention to quit
Engagement Energy, effort & initiative employees bring totheir jobs
Satisfaction The extent to whichthey feel that thecompany meets theirexpectations at workand Satisfies its implicitand explicit contractswith them
Commitment The extent to which employees engage incorporate citizenship
Intention to quit The best proxy for employee turnover
Results Explains about 60% of employees’variance on motivational indicators
4 Major Drives (ABCD)AcquireComprehendBondDefend
Acquire Obtain scarce goods
Acquire Physical goods, e.g. food, clothing,housing, money Experience, e.g. travel, entertainment Improved social status, e.g. promotion, acorner office, a place o the corporateboard Bloster our sense of well-being
Acquire Relative (always compare what we have withwhat others possess) Insatiable (always want more)
Bond Form connections with individuals and groups
Bond Extend that connection from their parents,kinship group, or tribe to Organizations, associations and nations Associated with love & caring Loneliness, anomie Feel proud of belonging to the organization Loss morale when the institution betrays them Employees’ ability to form attachments to largercollectiveness, sometimes leads them to caremore about the organization than about theirlocal group within it.
Comprehend Satisfy our curiosity Master the world around us
Comprehend Accounts for meaningfulcontribution Make sense of the world,to produce theories andaccounts (scientific,religious, cultural)
Comprehend Motivate by jobs thatchallenge them & enablethem to grow & learn
Demoralize by monotonous task Talented employees often leave their companiesto find new challenges elsewhere
Defend Protect againstexternal threats Promote justice
Defend Defend ourselves, our property,accomplishments, our family, friends,ideas & beliefs against external threats. A quest to create institution that promotejustice, with clear goals & intentions; allowpeople to express their ideas & opinions Sense of security & confidence Fear & resentment People’s resistance to change
Results Bond – employee commitment Comprehend – employee engagement The whole is more than the sum of itsparts
Poor showing on 1 drive substantiallydiminishes the impact of high scores onthe other three E.g. Nardelli – Home Depot
Just pay your employees a lot & hope they’llfeel enthusiastic about their work in anorganization where bonding is not fostered, orwork seems meaningless, or people feeldefenseless. People bond as a tight-knit team when they areunderpaid or toiling away at deathly boring jobs.
To fully motivate your employees,you must address all four drives.
The reward system Drive to acquire Tie reward clearly to performance Sharply differentiate good performers fromaverage and poor performers Give the best people opportunities foradvancement. e.g. NatWest after acquired by the Royal Bankof Scotland; reward good performance overaverage performance
Culture
Culture Drive to bond Engender a strong sense of camaraderie Promotes teamwork, collaboration,openness & friendship Example: NatWest – well-defined costsavings & revenue-growth projects;executive meets every Monday morning
Job Design The drive to comprehend Designing jobs that are meaningful,interesting & challenging
Example: Cirque du Soleil Commit to make jobschallenging & fulfilling Despite gruelingrehearsal &performanceschedules
Accommodate performers’creativity & push them to perfecttheir craft Employees get to say a lot abouthow performances are staged Allow to move from show to showto learn new skills Get constant collegial exposureto the world’s top artists in thefield
Performance-management &resource-allocation processes
Drive to defend Fair, trustworthy & transparent process Example: RBS – make its decisionprocess very clear – employees are ableto understand the rationale behind thedecision
Aflac the largest provider of supplementalinsurance in the United States Fortune’s 100 Best companies to work for Match organizational levers with emotionaldrives on multiple fronts
Acquire: individual performance is recognized &rewarded in highly visible ways; Bond: employee appreciation week Comprehend: invest significantly in training &development (e.g. managing, recruiting & designingcurricular for training new agents) Defend: action to improve employees’ QoL, on-site childcare (work/life balance), non-layoff policy The company’s stated philosophy is to be employeecentric – take care of its people first. In turn, the firmbelieves that employees will take care of customers.
Holistic approach is the best Actions taken onseveral fronts seemsto reinforce oneanother (the holisticapproach) Worth more than thesum of its constituentparts
The Role of Direct Manager Direct manager vs Organization’s policies Employees are realistic about what managerscannot do, but also about what mangers shouldbe able to do in meeting all the basic needs oftheir subordinates. Employees attribute as much importance to theirboss’s meeting their 4 drives as to theorganization’s policies. Recognize that a manger has some control overhow company processes & policies areimplemented.
Even in cutthroat culture, a manager cantake actions that encourage teamwork &make jobs more meaningful & interesting. Some managers create a toxic localclimate within a highly motivatedorganization.
Summary Employee motivation is influenced by acomplex system of managerial &organizational factors. To get the best out of employees, weshould fulfill their most fundamental needs.
The End
Employee motivation is influenced by a complex system of managerial & organizational factors. To get the best out of employees, we should fulfill their most fundamental needs. The End. Title: Employee Motivation A Power
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