Motivation!

By Harry Peasley

From my experiences, I can't tell you how many times I've heard a manager, senior leader, owner or anybody high on the corporate food chain say something about de-motivated employees. Similarly, I can't tell you how many times I've heard an employee say they don't want to do something because they don't have the motivation. I suppose this is one time where managers and employees agree - people doing the work need motivation to complete it. There have been and currently are many theories about motivation. The argument around motivation has been around a long time. To make this argument understandable, it comes down to whether motivation intrinsic, within a person, or extrinsic, external to a person. Many managers or leaders look for the quick fix on motivation and claim they can motivate others. On the surface, I agree with them. However, many deep thinkers claim motivation is purely within a person — intrinsic. Here are three popular psychologists’ views about motivation: Maslow, Herzberg and McGregor.

• Physiological - Basic physical needs: hunger, thirst, and breathable air…
• Safety - A safe and non-threatening work setting, a secure and comfortable home environment, job security, safe equipment, etc.
• Social - Contact and friendship with fellow-workers, social activities and opportunities
• Ego - Recognition, acknowledgement, and relevance. This is the need to know oneself as being relevant to the outer world, as being accepted by other people.
• Self-Actualization - Realizing one's dreams, using one's gifts, talents and potential.

Factors associated with the work environment (hygiene factors)

• Policies and administration
• Supervision
• Working conditions
• Interpersonal relations
• Personal life
• Money
• Status
• Security

Factors associated with the work itself (motivational factors)

• Achievement
• Recognition
• Challenging work
• Increased responsibility
• Advancement
• Personal growth

Herzberg's work basically stated that the hygiene factors had to be in place first before one can feel motivated or be influenced to be motivated. Otherwise the lack of hygiene factors creates a "de-motivating environment." This explains all the "whiners" in an organization.

Theory X leaders assume that people:

• Have a genuine distaste for work
• Must be prodded, coerced, or threatened into work because it is so unpleasant
• Prefer to be closely supervised
• Avoid as much responsibility as they can
• Have little ambition
• Value security above all else

In contrast, Theory Y leaders assume that people:

• Want to work because work is natural
• Will exercise self-control if they are committed to the results to be achieved by their efforts
• Will be motivated to achieve goals if they value those goals
• Share imagination and creativity, traits that are not limited solely to management
• Are "boxed in" by bureaucratic job descriptions and are capable of realizing more potential than they are typically given a chance to realize.

Motivation can be influenced, but the purists will argue motivation is more intrinsic than extrinsic. Each person has to want to be motivated and there are merits to all three psychologists’ views. Managing motivation is a critical to a leader and there are three methods to "motivate" any employee, team or organization.

• Push
• Pull
• Growth

Push is fear motivation or punishment. We use this method of motivation all the time with children. "Don't make me stop this car!" "If you continue to bother your sister, you'll be in big trouble with me." "If you're not home by 8:00, you will not see or hear your friends for one week." - and the hits just keep on rockin'!

Pull motivation, as a method, is as opposite to push motivation as the words infer. To pull is to put a "carrot" of some sort in front of a person, just far enough to reach, but not quite able to catch. To continue working this analogy, a few things are important as it relates to the carrot. The carrot must be a tasty carrot. It also must have been tasted at one time or another for the person to want the carrot. The carrot should probably be changed for something else once in awhile. Constantly chasing carrots isn't as much fun as chasing movie tickets, money, TV's, Maui vacations, you get the picture. It seems in business when using this method; you can't quit feeding the hungry animal of motivation using this method. Does it work? You bet it does, but keep in mind it’s usually at increasing costs.

Growth motivation is where a person is growing and developing or has the chance to be better than they were previously. Training or sending a peak performer to a workshop is sometimes motivating (I know - a shameless attempt at marketing my services). Growth motivation is purely intrinsic motivation and lasts the longest of the three. Understanding a person's growth motivation is to understand what they value. For instance, if a person values accomplishments, giving them a challenging project will be motivating for them. If a person values relationships, put them in a team setting and give them some leadership responsibilities. Values are complex and you may have to try a few things to see what works, but the exploration may be worth your efforts.

Motivation is one of the most talked about subjects in business. It gets a lot of press, but little understanding. If you don't completely understand what motivation is, don't feel bad. Many smart people argue about the definition and many more argue about how to implement a motivating tool for employees. Just remember three things: push, pull, and growth. Mix up the motivation! One size does not fit all and most people need varying types of motivation at the correct time. Sometimes just trying something is better than doing nothing. But be careful not to push too hard with your over achievers. They usually find a way to motivate themselves.

Copyright 2004, New Heights