Motivation Killers

The “10 Most Wanted” Motivation Killers
by Richard E. Clark, EdD, CPT

A number of polls have described a dismal level of motivation in many organizations. Eighty-four percent of workers in a variety of industries admit that they could work much harder. About 50% confess that they only work as hard as they must to keep their jobs. In the typical work setting, individuals contribute an average of about 30% less when they are on a team than they do when working by themselves—a phenomenon known as “social loafing.” The culture of most organizations rests on the implicit view that, “people are paid for a job, so they should be motivated to work,” yet the most recent analysis of research on work incentives found that salary was the least motivating factor in all work settings (Condly, Clark, & Stolovitch, 2003). So, efforts to eliminate things that kill motivation have a huge potential to increase performance. While effective training has been found to result in about a 20% increase in job performance, efforts to increase work motivation produce at least as much, and often exceeded the impact of training (Clark, 2003; Clark & Estes, 2001). Knowledge and skills give us the capacity to work smarter and more effectively.

Yet, people with knowledge and skills often choose not to use what they know, or they lack interest in learning new things. Motivation provides us with the focus, enthusiasm, persistence, determination, and effort needed to go beyond what we’ve accomplished in the past. It gets us started, helps us persist in the face of barriers and distractions, and encourages us to be “mindful” and work smarter. As Calvin Coolidge, one of our past U.S. presidents, suggested: “Nothing in the world can take the place of persistence. Talent will not; nothing is more common than unsuccessful men with talent. Genius will not; unrewarded genius is almost a proverb. Education will not; the world is full of educated derelicts. Persistence and determination alone are omnipotent. The slogan, ‘Press on,’ has solved and always will solve the problems of the human race.” So, what defeats persistence, and what works to increase it? Some organizations have found that removing “motivation killers” is a very inexpensive first step. Here are 10 conditions found in many organizations that often damage work motivation. Most of them are easy to eliminate or change. Do they exist in your organization’s culture or work processes?

The “10 Most Wanted” Motivation Killers

1. Telling Lies. There are no innocent lies when the misinformation reflects a topic or situation that is important to stakeholders in an organization. Trust is difficult to earn and very easy to lose. We must tell as much of the truth as possible and shut up.

2. Making Prejudiced Decisions Based on Stereotypes. In our diverse work settings, the exciting mix of nationalities, cultures, and race are terrific opportunities for creative ideas and for negative, hurtful prejudice. We must avoid the perception of prejudice in performance reviews, selection decisions, and even in jokes and informal exchanges. It is best to work to convince everyone that they have an equal chance to succeed and then do our best to make it happen.

3. Expressing Constant Pessimism, Cool Detachment, and Negativity. Depressed people enjoy saying and hearing depressing things. Negativity is sometimes fashionable, but it is a motivation killer. No matter how dismal the situation, cautious optimism and positive expectations will always be more productive than pessimism.

4. Focusing on the Facts of a Situation and not on People’s Beliefs or Perception of the Facts. What people believe and perceive in any situation controls their motivation and their behavior. Confronting people with your version of “the facts” is simply not enough to change their values. Start by trying to understand others’ values, reasons, and expectations.

5. Setting Vague Performance Goals. When work goals are vague, people substitute their own goals or assume that “anything goes.” Provide goals that are clear, concrete, and challenging.

6. Being a Hypocrite. The most motivating leaders and mentors are those whose values, statements, and personal behavior are consistent.

7. Making Unnecessary Work Rules. Here are some examples of rules that alienate and de-motivate: Tell people they can’t decorate their work space in open office settings because someone thinks that pictures of people’s families wrecks the visual aesthetics the organization is trying to achieve. Don’t let people listen to music while they work even if it does not interfere with their work. Make rules to let people know who is in charge.

8. Assuming that Others are “Like Me”. Just because something motivates one person (no matter how powerful or successful the person), it most likely will not motivate everyone else. If we want to know what motivates people, we should ask them what they value and listen carefully until we understand it from their point of view.

9. When Frustrated, Getting Angry at Everyone and Expressing It Forcefully. While it feels “natural” for some people to express anger loudly and aggressively, it only affords a very small, short-term gain (through intimidation) but can lead to longer term motivational difficulty with people. Consider learning to delay expressing your anger in work settings. Say something like, “that IS frustrating” and then when you are alone, break something cheap while you shout at the furniture.

10. Catching People Screwing Up and Pointing It Out to Them. The more we focus feedback on the fact that a person or team made a mistake or failed to reach a goal, the less motivated they are to remedy the problem and the more long lasting the negative impact. We must catch people succeeding and remind them of past successes. If they fail, we should focus our coaching on developing or revising their strategies in ways that will help them succeed and ask them to work harder.

References
Clark, D. (2003, August). How effective is training? A new summary of the past 40 years of training field research and evaluation. PerformanceXpress.
Clark, R. & Estes, F. (2001). Turning research into results: A guide to selecting the right performance solutions. Atlanta: CEP Press.
Condly, S., Clark, R.E., & Stolovitch, H.D. (2003). The effects of incentives on workplace performance: A meta-analytic review of research studies. Performance Improvement Quarterly, 16(3).

Author Bio
Dick Clark is the principal of Atlantic Training Inc., a company that offers consulting on training design and performance improvement strategies. He is also a professor of Educational Psychology and Technology in the Rossier School of Education at the University of Southern California where he serves as the mentor of USC’s doctoral program emphasis in Human Performance at Work. Dick received the Thomas F. Gilbert Award for Outstanding Professional Achievement from ISPI last year. He may be reached at clark@usc.edu.

Source: Reprinted with permission of the International Society for Performance Improvement. Copyright PerformanceXpress, March 2004.

www.ispi.org.

Also read “A Theory of Human Motivation” by A. H. Maslow. It was originally published in Psychological Review”, 50, 370-396. You can find it online on:
Classics in the History of Psychology
An internet resource developed by Christopher D. Green (http://www.yorku.ca/dept/psych/classics/author.htm)
York University, Toronto, Ontario
ISSN 1492-3713

Motivation Theory

Motivation Theory

We’ve been really busy with helping a friend with her research paper. During that we came across so many articles addressing the issue of Motivation, i.e. motivating employees and the theories that were developed through this concept to enhance and promote productivity. It’s just amazing how social scientists handle the problems of human relations, and it’s even more amazing and logical how management can utilize ‘people’ towards achieving its very own objectives!

In this post and the following one, are 2 of the best articles that we came across:

Motivation
Curt J. Howes
Organization Performance Strategies

Since the early 1900’s, organizations and behavioral scientists have studied how to improve the productivity of employees. During the Industrial Era of the early 1900’s Frederick Taylor became famous for his work on improving employee performance through time and motion studies. This proved to increase worker efficiency, but it had the downside of lower motivation and morale. Employees felt like machines required to leave their thinking and ideas outside the workplace.

Later on it was discovered, somewhat by accident, (Hawthorne studies) that increased management attention to employees appeared to increase employee performance. This launched a revived era of employee motivation through what was called human relations. Better communication and open dialogue from managers accompanied by increased attention to the personal interests and needs of employees were thought to improve motivation and performance. These social based approaches did improve how employees felt about the workplace, but in the long run did little to sustain improved performance.
Since that time, organizational research has confirmed several approaches that have a significant positive impact on employee motivation and performance.

Goal Setting:

Perhaps the most fundamental approach to improve employee motivation is by setting goals and holding individuals accountable for those goals. Goals not only align employee behavior to what is important for the organization, but also drive their energies to accomplish something that is meaningful. Employees often feel their work is routine and not valued. Individual goals that are aligned to the organization’s mission and strategies help reinforce the value of what an employee is accomplishing.

Measurement and Feedback:

This approach is very closely related to goal setting. With goals you can track and measure performance. By measuring performance you can provide objective feedback. Employees are motivated by performance feedback with the desire to do well. Most organizations do not have effective performance measurement and feedback systems in place. There are e-human performance tools now available that make it possible to manage an integrated approach to individual goals and to provide timely and periodic performance assessment feedback.

Involvement: Involving employees in decisions that affect them not only increases their personal commitment, but also motivates them to be advocates for their decisions. The positive effects of involvement have been found to be particularly important when implementing change. Employees involved in making decisions and planning the implementation of changes that affect them, implement changes faster with higher performance than employees that are merely communicated to about the change.

Culture:

During the early 1990’s, the first research to correlate organization culture and performance (Heskett and Kotter – Corporate Culture & Performance) found that organizations that developed adaptive high performing cultures significantly outperformed other companies. The difference in companies’ stock price performance over 15 years was a staggering 826% with a difference in net income of 755% for those companies with adaptable high performing cultures. The key to developing an adaptable high performing culture is for leaders to set the environment and to model the appropriate behaviors. Further, personal experience from consulting projects with clients has proven that by defining specific culture attributes and aligning leadership behaviors is a strong impetus for change. The changes are sustainable when these behaviors are rewarded formally and informally.

Expectations:

A simple, but often overlooked way to motivate employees is to communicate clear expectations. Many employees are uncertain as to what is specifically expected of them. Communicating expectations and then raising the standards for performance on a regular basis will have a positive impact on employee performance.

Rewards and Recognition:

Rewarding good performance motivates employees. Research on rewards and recognition finds that positive reinforcement on a timely basis will motivate performance. Many salary systems help retain employees, but do little to motivate performance on a daily basis. Organizations that have incentive systems with a direct relationship between pay and performance can use them to motivate their employees. Even low cost personal performance recognition tools have a high impact on employee motivation. Frequent, but random reinforcements usually have the greatest sustainable impact on motivation.

Job Design:

“Employees desire to do a good job,” exclaimed the quality guru Dr. Edwards M. Deming. When an employee delivers high quality work they feel internally motivated. Several factors need to be designed into the work itself to motivate performance – challenge, autonomy, ownership, accountability, flexibility and feedback. Another important factor is for employees to feel that they make a difference. It is also important to have a strong fit between what an employee enjoys doing and the work that they are doing.

Leadership:

Leaders that develop and communicate a compelling vision of their organization can make a profound impact on employee motivation. Most managers learn how to manage the logistical aspects of work, but are weaker when it comes to building employee enthusiasm and excitement for the organization’s mission and purpose. Managers, who take time to develop positive relationships with their employees, communicate their vision and make the connection between what an employee does and how it contributes to the greater whole will build higher employee motivation. Much has been learned about what motivates human performance. In one sense, only employees can motivate themselves. However, management can develop the environment to unleash employee motivation by appealing to what employees’ value. Theoretically employees are motivated by the gap between what they have and what they want. It is that tension or cognitive dissonance that motivates behavior. Frequently companies need to address the issues of de-motivation first. Poor supervision has been found to be one of the biggest employee dissatisfiers. Many other factors can cause de-motivation including unsupportive work environment, poor equipment, low pay or by being harassed. For organizations to realize sustainable improvements in human motivation and performance a systematic approach is required. This includes assessing organizational issues, understanding the business, diagnosing employees’ needs and then developing an approach that provides a quantum leap in employee motivation and performance. Basically people are motivated by what they value.

Key questions to creating a highly motivated workforce:
· Does the organization have a clear and compelling vision?
· Do employees know what their job responsibilities are, what they are accountable for and to
whom?
· Do leaders communicate and reinforce the right behaviors?
· Do teams cooperate, coordinate and have fun?
· Are organization and individual goals clear and aligned?
· Is performance measured and feedback provided?
· Is there opportunity for growth and development?

Source: For additional information please contact Curt J. Howes at cjhowes@opstrategies.org or visit the website for Organization Performance Strategies at w ww.o pstrategies.org