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Managers Motivate NO ONE!
Nature vs. Nurture?
It's been a long-held
axiom that supervisors "motivate" employees.
That's how they're trained; that's how their performance is evaluated. We send
the newly-enlightened supervisors rushing out of the training room to the shop
floor charged with a mission to stoke the flames of enthusiasm among their subordinates.
In reality, however, motivation is not something to be imposed from the outside,
but is already present in every worker.
Does this mean that all that time learning about Maslow, Herzberg, Theories X
& Y and the others is a waste of time? Not at all. Understanding the dynamics
of what creates an internal motivation and channeling it in a useful direction
is much of what leadership is all about. In fact, you could argue that it's the
lack of understanding about motivation on the part of managers and supervisors
that has led them over the many years to do what they traditionally do best -
discourage inner-born motivation among those that report to them.
Consider the concept of over-justification.
This is one of the so-called psychological "motivators," along with
intrinsic and extrinsic. Intrinsic recognizes the worker's natural desire to do
the best job they can and take pride in their work, with dignity and self-esteem,
a characteristic of the Theory Y worker. Extrinsic motivators are represented
by bonuses, merit-pay systems, commissions and other financial reward systems.
They are attempts to positively re-enforce acceptable behavior or efforts.
Over-justification occurs when an over-reliance on extrinsic motivators overwhelms
the intrinsic; and often leads to opposite effect than intended. This approach
supposes a direct one-for-one exchange for each dollar paid, a dollar's value
will be returned. Just pay them more and they will become proportionately more
motivated. Often too, an over-reliance on the extrinsic tools is used to try to
elicit acceptable efforts and not just reinforce those that already exist. It
assumes that workers fall within the Theory X model - they dislike work to begin
with and must therefore be coerced (aka bribed) to achieve an objective.
The problem with this approach is that it's often WRONG!
It ignores that greatest of all intrinsic motivators - pride; and demeans it by
trying to equate it strictly to a monetary value. Imagine, for instance, that
you stopped and changed a flat tire for someone on the side of the road and you
did so simply because it was the thing to do and the only reward necessary was
self-gratification? Then, without even a "thank you" or an offer for
a cup of coffee, the recipient of your "favor" thrusts a $5 bill in
your hand and walks off. (I'd like to think I would be just as insulted with a
10 or 20. A $50 bill on the other hand...)
Often the same happens in the workplace when bonuses or other financial rewards
are used as the exclusive means of recognition. We overwhelm the worker's natural
inclinations by reducing the impact of their efforts, and their outcomes, to a
monetary value. Then we act disappointed that once we've conditioned our employees
to accept these measurement standards, we're expected to provide only proportionate
cash pay-back in the future.
Let's do a 180
degree paradigm shift and give it a try.
Instead of assuming that every employee working for you wants to do the least
amount of work for the most amount of pay (Theory X), let's try looking at it
backwards. Assume for the moment that every employee is presented to you wanting
to do the very best job they can and is self-motivated to give it their best
shot. Once again, an understanding of motivational dynamics can help you rekindle
their desire to take pride in their jobs and make a proportionate contribution
to the performance of the organization; thus fulfilling your responsibility
as a manager. On the other hand, not understanding these dynamics can often
lead to taking the wrong, and more expensive, path.
Now, we also
need to be truthful and not overly idealistic here.
There are obviously great variances in the degrees of employee self-motivation.
For some, their experiences with previous employers may have knocked it out
of them already or at least reduced the level they present to you as their manager
or supervisor. And often the very act of trying to impose motivation from the
outside will, over time, erode that which is naturally there to begin with.
What then becomes your role as supervisor?
Instead of stationing
yourself near the rest-room or time clock to record comings and goings, try
instead to be a resource; providing what your employees need to actualize their
natural desire to produce an acceptable product or service. Some useful points
include:
- Understand motivators
- Create a positive
climate
- Recognize &
value diversity
- Avoid hypocrisy
- Provide feedback
and encouragement
- Correct in private
- Praise in public
- LISTEN, and
. . .
- Don't ignore
money entirely
The best we can
expect of supervisors then is to tap into the self-motivation of it, nurture
it, and give it the resources and direction necessary to allow it to contribute
to the organization's mission and goals.
Balancing the right proportion of extrinsic rewards with those that reinforce
intrinsic motivational qualities is the more fruitful approach, and the most
cost-effective as well. The role of good leadership then is to understand the
factors and dynamics of motivation, create a positive and supportive climate,
offer encouragement, and provide continuous feedback. It is then up to the workers
to do the best job they can, and enjoy it - it's in their nature.
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