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MORE THAN MONEY What Really Motivates People at Work
Money may often be seen as the main driver for individuals who seek new employment, promotion or a change of career. In truth the situation is far more complex. Much research has been undertaken to determine the factors that drive us to be successful. Psychologists often refer to the most primeval motivators as being the instinct to survive, particularly:
Industrial psychologists have applied these 'hunter gatherer' instincts to the work situation to determine the factors employers need to consider when trying to develop a well motivated workforce which can easily be retained. Yes money does appear in the list, but only as a small part of a more complex framework of interrelated drivers. The table below lays out the four key factors and their supporting qualifiers. By following the links you can read a more detailed commentary on each, including the way these factors can become de-motivators. This information is based on a summary of a literature search I completed as part of a HR project. For more detailed information you should to refer to one of the many well-published academics on the subject.
"From each according to his abilities, to each according to his needs". Morelly Code de la nature (1755) pt. 4, p. 190.
Within the working environment there are three identifiable needs that drive an individuals motivation. The importance an individual places on each of these needs varies greatly. What is important to a supervisor will be different to the operative on the shop floor. A failure to recognise these differences can cause instability within organisations, a feeling of inequality and at worst the rise of dissentient groups. The three needs are: The individual needs to achieve and have that achievement recognised by others. The recognition may be in many forms and through many rewards. It may be through greater responsibility and more challenging tasks, the improved reputation of the individual or positive feedback from colleagues and superiors. This mimics the way we train pets (and to some extent children). We reward good behaviour through a variety of ways not just financially. This reward then reinforces the benefit to the individual of their achievement. There is a risk this 'virtuous circle' becomes the norm and the ability to reward in a tangible way becomes exhausted. At this point the individual will become disillusioned and de-motivated. Therefor it is important not to provide continuos rewards. Better to seek less tangible benefits that can be repeated without being seen as hollow or just an automatic gesture. This is why money is not the best motivator, a pay rise soon becomes seen as a right, a just price for the efforts of the individual. Individuals need to be affiliated with others through team relationships that are supportive and rewarding. This is something that can only be achieved through frequent communication with work colleagues and customers. The team or needs to build itself into a recognisable group, with an identity and clear boundaries. Even apparent loners will be some part of a team. Isolation within an organisation can be a significant de-motivator. The ability of individuals to develop affiliations with their colleagues depends on the personalities of those within the group and the group dynamics. Team building and similar exercises help, but cannot solve the problem of the loner or renegade. Understanding team dynamics, the players and how their roles contribute to the whole will help when dealing with outsiders. Finally, the individual needs to have power over others. This power can be in many forms, not just a matter of authority. Recognition by others of the individual's status as someone with influence, experience or knowledge can be just as powerful. It is the sense that the individual has something unique to offer or contribute to the group or organisation and thus the group will rely on them in the future. Trust and honesty are two important qualities that help when building an effective power base. Fear and retribution also work but do not provide the stability and loyalty needed for sustained success.There is a risk that an individual will start to believe their importance to the group is greater than the importance of the group to them. They may even consider themselves, indispensable. This lack of balance can be very disruptive to the individual and their colleagues, with the result everyone becomes de-motivated. There are times when one 'alpha-male' must give way to another. Within an organisation this must occur in a structured and logical way, else the competition for the top supplants the original purpose of the organisation.
I expect to pass through this world but once; any good thing therefore that I can do, or any kindness that I can show to any fellow-creature, let me do it now; let me not defer or neglect it, for I shall not pass this way again. Attributed. John o’ London, Treasure Trove (1925) p. 4 The employee's abilities and skills should be matched to the task. Under estimate their abilities and they will become bored, unproductive and tend to seek other ways to gain satisfaction. Over estimate the individual ability and they may become stressed, feel isolated and abused. Some individuals may not recognise their own abilities, or are unwilling to work beyond the boundary within which they feel comfortable and safe. Responding to their need for achievement and affiliation can easily motivate the forma. The person who prefers to 'play it safe' is more difficult to motivate and may resent attempts to expand their horizons. Training and assessment programmes can help to identify an individual's strengths and weaknesses. This also provides an opportunity to identify other skills which individuals may have, but are unused. Organisations often fail to make full use of the human resources they have at their disposal preferring to buy in these skills at an additional cost. The employee’s performance should always bring them predictable and consistent results that are valued by themselves and the organisation. The individual should understand how their contribution benefits the organisation. Therefor feedback in the form of information is essential. Simply relying on money as a reward for work done may motivate initially but will fail in the long run. Even bonus schemes tend to loose their impact over time and can be perceived as just a normal part of the wage packet with no link to performance.
There is but one law for all, namely, that law which governs all law the law of our Creator, the law of humanity, justice, equity, the law of nature and of nations. Speech, 28 May 1794, in E. A. Bond (ed.) Speeches in the Trial of Warren Hastings (1859) vol. 4, p. 3 Equal pay for work of equal value would seem to be more of a natural justice than a factor in staff motivation. However inequality of pay can be a significant de-motivator. Individuals must feel that the reward they receive for their input is comparable to the rewards others receive for their input. Employees understand the need for differentials pay between the bottom and top of an organisation. They also have a view on how great those differentials should be, based on the responsibilities of the individual and their position in the organisation. Creating a fair reward system can be difficult, particular in complex organisations. Where individual reward schemes and distributive bargaining operate staff will make unjust comparisons and may conclude their own position is undervalued.
Mettez un canard sur un lac au milieu des cygnes, vous verrez qu’il regrettera sa mare et finira par y retourner. (translation; Put a duck on a lake in the midst of some swans, and you’ll see he’ll miss his pond and eventually return to it) Le Mariage d’Olympe (1855) act 1, sc. 1 - Émile Augier 1820-89
We all make choices about where we live, whom we have as friends and how we conduct our lives. We tend to migrate to the environment in which we feel most comfortable. Employers also need to create an environment in which their employees feel comfortable. A rewarding environment that:
The antithesis of this is an environment that which frustrates the efforts of staff and places obstacles in the way of the rewards. These frustrations can arise from:
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