Managers need to eliminate de-motivation in the work systems not try and find bonus schemes to motivate behavior. Eliminating de-motivation is often much more work. You can’t just get some money from the bonus pool and start giving it away. You have to manage. But if you are a manager you shouldn’t be afraid to actually manage the system and make it better.
The idea that you cannot motivate a person is wrong. I suspect that it has grown out of failed “motivational” initiatives like company slogans, posters, pep talks, performance reviews, and coffee cups with the text “teamwork” printed on it. I agree that those practices are probably not the best way to motivate most people. But there are bad ways and good ways to do things. And it’s the manager’s job to find out what the good ones are…
Note: Frederick Herzberg also tells us that motivation is an intrinsic thing, which means that you actually cannot directly motivate a person. You can only try to influence their motivation. That’s true. But it also applies to people’s demotivation. And therefore I only consider it just a semantical issue, that bears no relationship to the motivation-vs-demotivation issue.
I still think eliminating de-motivation is the better way to look at it.
I still see far to many managers thinking in a theory x way – 50 years after McGregor’s The Human Side of Enterprise. If there was not such a systemic failure to apply effective management practices and such a desire to substitute motivation for management I wouldn’t see this as a big deal. The issue is important to me because there is a huge amount of poor management based on how people view the need to fix how people are motivated instead of fixing what management really needs to fix (see all the links in the related section at the bottom of this post).
When our management subsidizes a great party that is organized by our employees themselves, and the employees appreciate our company’s financial contribution, do you still talk of “elimination demotivation”? I think that would be just a silly way of turning the matter upside down. I simply call it motivating people.
I would say a party doesn’t really motivate people. But it can (taking psychology into account) gain advantages by helping bond people to each other, letting people feel good as they form social relationships, build trust with others… They can be good things that can build a stronger work environment. And by building social ties we can create an environment where people are more interested in working toward common goals. Continue reading →
Money, it’s been shown time and time again, is a demotivator. I’m not talking about a fair or even generous salary. Being a cheapskate is no way to find a great employee. But once people have joined your team, incremental money–bonuses and the like–usually demotivate people.
5 June 2005 Dilbert Strip on motivational posters – [update – well the pointy haired bosses running the site removed the page so we removed the link] New update the phb has been overthrown. Here is the strip:
The point of that poster is your spirit should soar like an eagle while you continue to do mundane work
Eliminate slogans, exhortations, and targets asking for zero defects or new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force.
That text works well for me, but I think Dilbert provides a great service in pointing out the same idea that such slogans are silly and even harmful in a way many others find more accessible. Of course most managers don’t seem to notice when Dilbert points out that a management “tool” they use lacks value – that the “emperor has no clothes” (The Emperor’’s New Suit by Hans Christian Andersen, 1837).