Employee Motivation: What’s Holding Us Back
Employee motivation – what’s holding us back? (Final post in the three post series)
We know from the principles established by Herzberg, and from the work that has followed since, that it is important to differentiate between actions that will decrease demotivation and those that will increase motivation. We also know what employees seek in order to feel actively and positively motivated – recognition, responsibility, growth, the opportunity to creatively solve problems.
But we all know from real world experience that these principles are seldom applied, that the focus of motivational efforts lies in reward schemes and trying to align people with existing company approaches. So what is holding us back from applying Herzberg?
Risk aversion
It’s an ugly psychological truth, but human beings feel the loss of what they have more keenly than they do an equal gain. This creates a tendency towards risk aversion which is often reinforced by market forces and management structures. And any change is inherently risky.
But in the guidance that Herzberg himself presented on applying his insights, he pointed out the sort of radical change that is required, and the risks involved, to make the most out of motivation. We must be ready to shake up our ways of working. To face employees who, however beneficial the change will be for them, will initially feel it as a challenge and an attack on their established practices. And to accept, as Herzberg found, that this change initially creates a period of reduced productivity, as the changes bed in, before creating far greater benefits in the long term.
Control
The same factors that drive risk aversion create a deep need for control. Managers are held accountable for the results of what happens beneath them. Of course they want to see it done right, and expect to be held to account when it fails. And they have opinions on the best way to do things, which they naturally want to see in place.
This leads to a command and control approach to work, in which employees are told not just what to achieve but how to achieve it. This deprives them of the feelings of responsibility and creativity that would allow them to better solve problems, and that would satisfy their higher order motivational needs.
To truly motivate employees, managers must learn to enforce aims rather than methods, and to relinquish some control.
Trust
Trust is a hard thing to build, and an easy thing to destroy. To give employees the freedom they need to solve problems and take responsibility, managers must trust them to find the right solutions and to do the job well. In return, the employees must trust managers enough to feel secure in seeking the best solutions, and in taking responsibility for their work.
The slightest slip can undo this. Managerial intervention in the work of employees, even on small tasks, risks showing a lack of faith in their judgement, and so must be handled carefully. And while it is important to deal with failures, it is also important not to jump heavy footed onto every one. If you seem to step in harshly at every opportunity, to stamp out small experiments that could lead to greater things, it becomes impossible for employees to trust either you or their own judgment.
A cultural shift
Building an atmosphere of trust and responsibility is a hard thing. It can involve huge cultural shifts. But it is the best way to ensure high-level employee motivation.
– Mark Lukens
This is my final post in this series on employee motivation.
Post One: Employee Motivation: How Far Have We Really Come?
Post Two: Employee Motivation: Remember My Name
Post Three: Employee Motivation: What’s Holding Us Back?
Mark Lukens, MBA
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