Motivation can be described as an enthusiasm or a drive in a person to accomplish activities related to work. In the case of Mother Theresa of Calcutta now canonized (made Saint) by the Catholic Church, motivation on her part meant dedication to the neediest. It is broadly that internal drive that causes an individual to decide to take action. It requires doing the ordinary in an extraordinary way.
Having defined motivation in this manner, the main objective of this article therefore is to try and unpack and confirm or refute the commonly held notion that money takes a centre stage in motivation. Abraham Maslow and Fredrick Herzberg both gurus in motivation, looked at the hierarchy of needs as well as the intrinsic and extrinsic factors contributing to an employee’s wellbeing. Clearly as employees work, these factors defined by the gurus pose as important elements especially as an employee responds to their value proposition. It is however critical for leaders to note that employees’ needs change over time and the role of the line is to continuously respond to the changing needs.Maslow’s hierarchy of needs depicts money as very essential atthe low levels i.e. shelter, food security etc but once this are realized, one’s level of needs also increases thereby defining newmotivating factors.
Awarding additional money to employees does not necessarily lead to motivation. Yes, money is essential and is needed but on its own it does not give satisfaction. It is largely a temporary motivator.It is also true that without money there is dissatisfaction but frankly speaking money is not an end in itself, rather it’s a means to an end. So in mathematic terms, money is a common factor in the equation of an employees’ life.
In today’s society, money is seen as a driving force behind everything and it is that instrument that keeps society together. Arguing from this perspective, it is factual thatmoney is essential for human beings to live freely and interact. In that sense money can be a motivator but a lot more depends on the person’s interpretation of whether they have their basic financial needs met. Unfortunately, in today’s world , financial needs have become elastic making the definition of motivation equally elastic. The observation is handy for the line to get to realise that money though essential is not a sole motivator. It works with other factors that need to be continuously maintained. What then are these factors is a critical question which the line in an organization has to understand.
Herzberg was correct when he said depending on the individual, motivation can be anything. It can be an achievement, arecognition or personal growth. It therefore followsthat itis the role of the line tomaintain these maintenancefactors and understand them. For the line, understanding whether employees ‘maintenance factors are met helps to know how they can motivate someone.
Soft stuff like one’s relationship with each employee the respect they give , their how of communication, work culture ,all add to the bottom line( motivation). On the contrary, mistrusting and belittling employees, micromanaging and always hovering over them willnot yield any motivation at all. So in the employees’ equation, over and above getting enough money , they need respectful treatment, being engaged in both the vision, mission and strategy of the organisation so that they appreciate their contribution. It is therefore a litany of elements that need to be considered to attain the desired motivation. If anything motivation is considered the most powerful weapon/intellect an employee brings to work each day they come. So as the line, your communication, your approach can either break or make an employees’ day. I am constantly referring to the line in this article because it’s theline who have this direct role not HR or CEO. Line management do play a critical role in staff motivation , hence practising what you preach is a building block. Considering employees as the most important asset is not just a fad, actions need to change asthey endeavour to balancethe act byavoiding actions that demotivate staff. Interestingly, the line walk a very fine line between the needs of the organisation , the customer and the employees .So the advise is that they do both well so that they thrive.
Studies done globally have shown that disengaged staff cost organizations billions. Mistreating and notlistening tostaff are good ingredients for closing shop. Line should learn to consult staff on issues that affect them and never employany ambushing strategies. Explaining policy changes their rationale, purpose and goal serves in nurturing theneeded motivation.
World class practices have shown that engaging staff does not only revitalise organisations. Topics like empowering, engaging and developing employees are in fashion in world class organisations. Such interventions have helped organizations achieve improvements in their vital signs. Engaging staff goes beyond communicating or rolling out plans hatched at the top. There is need for resocialising where staff gets engaged as meaningful contributors (not just doers) in the principal issues pertaining to the organisation.The line needs to see employees as volunteers who decide each day whether or not to contribute the additional gram of discretionary energy that will differentiate the organisation from its competitors.
For leaders it is imperative to be mindful that being given an opportunity to leaddoes not necessarily makeone more intelligentthan others. It’s merely an opportunity and appreciating that organisational success lies more in its intellectual and systems capabilities than in its physical assets is paramount . Thus leading and guiding the human intellect and converting it into useful products and services is fast becoming the critical executive skill of the age. To attain the needed motivation, it is now clear that money and money alone will never yield theneeded motivation. To attain motivation, line needs to change in so many aspects of its management especiallyhow they behave toward the employees. Discard the notion that awarding salary increases motivates staff. It may and will not! Think of the other maintenancefactors as key success factors as well. Again, leaders/line should never look at motivating others with what motivates them in mind. It’sdangerous because projecting whatmotivates you to others is lethal.Money can be a motivator to other people and the circumstances they are in but not to all people.
It is true that biological, intellectual, social and emotional factors come into playto influence one’s motivation. Motivation is a complex matrix, with no one defined driving forcesince it is affected by many factors.
Emmanuel Jinda is the Managing Consultant of PROSERVE Consulting Group, a leading supplier of Professional Human Resources and Management services locally, regionally and internationally. He can be contacted at This email address is being protected from spambots. You need JavaScript enabled to view it.tel: 263 773004143 or 263 4 772778