Drive: The Surprising Truth About What Motivates Us $10.50 Forget everything you thought you knew about how to motivate people–at work, at school, at home. It’s wrong. As Daniel H. Pink explains in his new and paradigm-shattering book Drive: The Surprising Truth About What Motivates Us, the secret to high performance and satisfaction in today’s world is the deeply human need to direct our own lives, to learn and create new things, and to do better by our…

Intrinsic Motivation at Work: Building Energy and Commitment $8.05 Intrinsic Motivation at Work marks a major advance on the topic of work motivation — one based on an understanding of the changing requirements of today’s workplace and the limitations of older motivational models. Written in an engaging, accessible style, yet grounded in solid academic research, the book is divided into three parts. Part One assesses older models of work motivation and why they …

Meaningful Play: Getting Gamification Right

Motivation and Cultural Diversity

Motivation

Human beings, as individuals, are very complex in their psychological make-up. When they interact with one another in groups and in large organizations, the complexities are multiplied. In this effort to guide and direct others, the manager must first of all acquire an understanding of why people act as they do. Why is one employee sparkling and cheerful, whereas another is downcast and sullen? Initially it’s important to know that all human behavior has a cause. There is a reason for a person behaving as he does. The successful leader is a one who can uncover these causes and take steps to correct them. Bawling out an uncooperative worker doesn’t get at the cause. This constitutes treating the symptom only.

Motives are the mainsprings of action in people. The term “motive” implies action to satisfy a need. Motivation is an inner strivings of individuals that direct behavior; it’s a willingness to expand energy to achieve a goal or a reward.

The motivation process centers on needs, which produce motives that lead to the accomplishment of objectives. Needs are caused by deficiencies or imbalances. Motives, or stimuli, produce an action taken to satisfy the need. In the motivation process, the achievement of the objective satisfies the need and reduces the motive. When the objective is reached, balance is restored; of course, other needs then arise. The motivation process then must satisfy these new needs.

The types of rewards that an organization offers its employees play a critical role in determining the level of motivation. In addition, rewards have an impact on the quality and quantity of personnel that the organization is able to recruit, hire, and retain. Organizational rewards include both intrinsic and extrinsic rewards.

Traditional theory of motivation is based on the assumption that money is a primary motivator – employees will produce more for greater financial gain. It evolves from the work of Frederick W. Taylor and others in the scientific management movement.

In “The human Side of Enterprise” Douglas McGregor outlined two opposing theories of work and motivation. Theory X is the traditional approach to workers and working which assumes that people are lazy and dislike work, and they have to be both threatened and rewarded. It assumes that most people are incapable of taking responsibility for them and have to be looked after. Theory Y, on the contrary, assumes that people have a psychological need to work and want achievement and responsibility.

Later theorists argued that Theory Y makes such greater demands on both workers and managers than McGregor realized. Abraham Maslow, for example, spent a year studying a Californian company that used Theory Y and concluded that its demands for responsibility and achievement are excessive for many people. Even strong and healthy people need the security in order and discretion. Managers can’t simply substitute Theory Y for Theory X. They have to replace the security provided by Theory X with a different structure of security and certainty.

Abraham Maslow (in his book entitled “Motivation and personality) put forward the need hierarchy theory. In his theory, h identified certain basic human needs and classified them in an ascending order of importance. The needs of an individual are said to exist in a hierarchy as follows:

• Physiological needs (these were things required to sustain life like food, water, air, sleep etc…)
• Security needs (these are the needs to be from danger, physical pain and loss of job, they include the needs for clothing and shelter)
• Social needs (a human being need to belong to a group, to be liked and loved)
• Esteem needs (people want to have self-respect and to be esteemed by others. They have a need for power, status, respect and self-confidence)
• Self-actualisation needs (these are the highest needs, according to Maslow. They are the desire to develop, to maximize potential and to achieve one’s goals).

Maslow said that people satisfied their needs in a systematic way. When a need had been met, it stopped being a motivating factor. Research into Maslow’s theory hasn’t been very conclusive. Studies have tended to show that needs vary greatly among individuals. At the higher levels in a company, self-actualisation needs may be very strong whereas at lower levels, social and security needs may be dominant.

It’s logical to suppose that things like good labour relations, good working conditions, good wages and benefits, and job security motivate workers. But in Work and the Nature of Man, Frederick Herzberg argued that such conditions don’t motivate workers. His hypothesis is referred to by several names: motivation-maintenance, dual factor, or motivation hygiene theory. The conditions aforesaid are merely “satisfiers” or, more importantly, “dissatisfiers” where they don’t exist. “Motivators”, on the contrary, include things such as having a challenging and interesting job, recognition and responsibility, promotion and so on. It’s worth nothing that the hygiene factors refer to the context of the job and the condition of work while the motivators refer to job content. By the hygiene factors Herzberg meant company policy and administration, salary and fringe benefits, quality and supervision, relationship with colleagues, job security, status and work conditions. Herzberg maintains that motivation comes from within the individual, not from the manager. Herzberg’s motivation-maintenance theory is closely related to the need hierarchy theory of motivation; thus, it is subject for many of the same criticisms. If his theory is true, it means that managers must pay great attention to job content. They must find ways of making jobs more challenging and interesting.

As a result managers in the USA and elsewhere have recently been showing great interest in job enrichment programs.  The increasing the content of individual jobs is proposed to increase worker satisfaction and the meaningfulness of work. Job enlargement, job enrichment and job rotation are three basic approaches to defining job content.

Job enlargement is an attempt to reduce boredom and increase the meaning of work by increasing the number of operations in a process performed by a single worker. The theory behind job enlargement is that combining tasks reduce boredom, increasing task variety and strengthening the worker’s identification with his or her job.

Job enrichment is an attempt to give workers more control over their tasks and more responsibility for design, execution, and output. The worker assumes some of the functions previously carried out by his or her immediate supervisor or by other staff.

Job rotation is a practice whereby each employee learns several operations in manufacturing process and rotates through each in a set period.

The idea of such programs is to make jobs more challenging and to give the worker a sense of achievement.

The preference-expectancy theory implies that motivation depends on the preferences and expectations of an individual. This theory emphasized the need for organizations to relate rewards directly to performance and to be sure that recipients desire the rewards.

The reinforcement theory of motivation by B. F. Skinner is based on the idea that reinforced behavior will be repeated and behavior that is not reinforced ill not be repeated. The theory assumes that the consequences of an individual’s behavior determine his or her level of motivation.

Equity theory is based on the belief that employees will take whatever actions are necessary to produce feelings of equity with respect to their jobs. An important point regarding equity theory is that an individual’s feelings of equity are based on his or her perceptions of inputs versus outcomes.

However, even with the development of computers and robotics, there are and always will be plenty of boring and repetitive and mechanical jobs in all three sectors of the economy, and lots of unskilled workers who have to do them.

So how do managers motivate people in such jobs? One solution is to give them some responsibilities, not as individuals but as part of the team. Other employers ensure that people in repetitive jobs change them every couple of hours, as doing four different repetitive jobs a day is better than doing only one. Many people now talk about the importance of a company’s shared values or corporate culture, with which all the staff can identify: for example, being the best hotel chain, or hamburger restaurant chain, or airline, or making the best, the safest, the most user-friendly, the most ecological or the most reliable products in a particular field. Such values are more likely to motivate workers than financial targets, which ultimately only concern a few people. Unfortunately, there is only a limited number of such goals to go round, and by definition, not all the competing companies in an industry can seriously claim to be the best.

Cultural diversity

Managing a truly global multinational company would obviously be much simpler if it required only one set of corporate objectives, goals, policies, practices, products and services. But local differences often make this impossible. To be true multinational an organization should operate in at least 6 countries and have no less than 20% of its sales or assets in those countries. And it also should think internationally/ It means that management should have a global perspective. It should see the world as inter-related and inter-depended.

A fairly obvious cultural divide that has been much studied is the one between, on the one hand, the countries of North America and North-West Europe, where management is largely based on analysis, rationality, logic and systems, and, on the other, the Latin cultures of southern Europe and South America, where personal relations, intuition, emotion and sensitivity are of much greater importance. There are some examples of what happens when manages do not take foreign conditions into account in a book entitled International Business Blunders.

Managers working abroad need various skills. Of cause, it is a great advantage if they know the language of the country they are working in. But this is not the most important requirement. They need above all human relations skills, an understanding of the other culture and the ability to adapt.

In some countries such as Canada, the USA, Britain, Germany and other are essentially individualist. In such countries status has to be achieved. A young , dynamic, aggressive manager can quickly rise in the hierarchy. While in most Latin and Asian cultures status is automatically accorded to the boss, who is more likely to be in his 50s or 60s than in his 30s.

In northern cultures, the principle of pay-for-performance often successfully motivates sales people. The more you sale, the more you get paid. But the principle might well be resisted in more collectivist cultures, and in countries where rewards and promotion are expected to come with age and experience.

So, differences in cultures are very important when a manager is negotiating in a foreign country. Those who working abroad  must remember that a deal is not always a deal. In some countries, a person may say yes to proposal simply to be polite.

About the Author

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How to Prevent Nightmares and Undesirable Dreams With Hypnotherapy

You’ll review how these troubling thoughts even though awake could lead to terrifying encounters even though asleep. Then, you’ll find out to consider management of people thoughts to break outdated habits. You will learn how to calm down and enter states of relaxation at will. You’ll apply detecting the waking ideas that could lead to nocturnal terrors, and then you’ll practice substituting those potentially troubling ideas with calming ones. At the identical time, the therapist will use hypnotherapy procedures to instill these new nightmare-preventing behavior into your unconscious head. Just before extended, the procedure will come to be automated, and you’ll be capable to rest an untroubled slumber. Often, many sessions of hypnotherapy and NLP are adequate to assist you halt nightmares and slumber in peace.

Underachievers the globe about could very easily flip their predicaments about and complete their dreams, if only they had the correct self esteem help. It is a tragedy how lots of presently suffer from a lack of self-belief. Minimal self esteem is perhaps the quantity a person induce of ruined households and ruined lives. Wherever there is misery, poverty, sadness, abuse, or bad effectiveness (at function or at college), you can be convinced there is very low self esteem, as very well. Worst of all, men and women with actually poor own self-belief derive minor to no benefit from friends’ well-which means assistance and assistance. They are as well stuck in their self-defeating approaches, it would look. Isn’t there nearly anything that any person can do?

Bad Self Value Is A Challenge

“Minimal self esteem” has turn out to be these kinds of a cliche phrase seeing that the 1980’s that numerous men and women have no notion what it truly usually means. Those who have suffer from it the most are also among the least very likely to diagnose by themselves, for the reason that they are frightened of seeming self-pitying or whiny. The actuality is, there’s next to nothing “self-pitying” or “whiny” about recognizing a real problem.

No Self-confidence Leads To Negative Lives

People today with critically very low self esteem lack faith in by themselves, to the extent that they never try out new elements–even activities at which they would truly be experienced. They cry or come to be depressed effortlessly, normally paying days indoors and alone, in despair at their seeming worthlessness. They are men and women who can’t consider a compliment. They look for concealed criticism in everything that some others inform them. If an individual is definitely praising them, they believe the person is both becoming sarcastic, or lacks judgment. These people’s lack of self esteem seriously impedes their friendships, as very well as their specialist lives.

A Self-Perpetuating Loop

Regrettably, possessing a poor viewpoint of on your own is a self-perpetuating problem. It happens when your thoughts and actions abide by specified predictable designs. For example, men and women with self esteem complications are inclined to emphasis on past failures.

How Assured Folks Feel

A essentially self-confident person, with higher self esteem, will very easily forget his or her conversational gaffe at yesterday’s party. That individual will concentrate on how significantly entertaining he or she had chatting to other people.

About the Author

As a certified marriage and family therapist, she focuses on aiding clientele understand and defeat concerns, such as anger, damage, depression, anxiety, really like, relationships, boundaries and limiting beliefs, to identify a couple of. Through his years of non-public practice, Mrs. Carlson discovered it valuable to give many of his clientele “homework” in the type of handouts to assistance their perform though in session. The Keys to Joy-Filled Residing was born from his handout of attempted

Can moths have nightmares?

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No one knows. I think it’s kinda awesome you have a pet moth though. My first reaction to a moth is to shoo it away. My second reaction would be to kill it.

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Fundamentals of Supervision and Motivation for the New Super

What Employees Want

Most people spend the majority of their time at work. Consequently, how the employees feel and behave, inside and outside work, is at times driven by the dynamics of the work environment. When managers understand and apply motivational techniques they can increase employee productivity, employee creativity, and employee loyalty and satisfaction.

It is necessary for managers to understand and practice basic motivational techniques in order to effectively manage their staff. The best known motivational theory is likely Abraham Maslow’s Hierarchy of Needs (see figure of pyramid below)

Motivation Theory Fundamentals
Psychologist Abraham Maslow first introduced his concept of a hierarchy of needs in his 1943 paper “A Theory of Human Motivation” and in his subsequent book, Motivation and Personality. His model suggests that people are motivated to fulfill basic needs before moving on to other needs. Using common sense in a logical and methodical model, Maslow depicted the driving forces behind human motivation.

At the lowest levels of the pyramid are the most basic needs, while the more complex needs are located at the top of the pyramid.  Needs at the bottom of the pyramid are basic physical requirements including the need for food, water, and sleep. Once these lower-level needs have been met, people can move on to the next level of needs, which are for safety and security. As people progress up the pyramid, needs become increasingly psychological and social.

Soon, the need for love, friendship and intimacy become important. Further up the pyramid, the need for personal self-esteem and feelings of accomplishment take priority.

Maslow emphasized the importance of self-actualization, which is a process of growing and developing as a person to achieve individual potential.

Abraham Maslow’s Hierarchy of Needs

Maslow categorized human needs into 5 areas:

1. Survival: Need for food, water, and shelter. This includes medical services, electricity, transportation and phones, all of which can be jeopardized by natural disasters.
2. Safety/Security: Need for protection (military, police, fire-department and insurance), employment, health, property.
3. Social/Belonging: Need of family, friends, co-workers and associations.
4. Self-Esteem: Need for appreciation, recognition, respect of others, and respect by others.
5. Self-Actualization: Need for self fulfillment and happiness, which is mostly met through career, marriage and parenthood.

Maslow did more than just categorization. He stated that these needs do not have equal force all the time. For example, when a hurricane threatens our need for survival and safety/security, that becomes our number one priority

However, for most people in America most of the time, the survival and safety/security needs are met with the help of local police, fire department, local governments, hospitals, employers, the military, and other public utility companies. These needs become merely basic expectations that people pay little attention to. What people care about and are motivated by are the three highest level needs in the pyramid.

Employers satisfy Maslow’s fundamental survival and safety/security needs primarily through a paycheck and benefits plan: Earnings and Benefits are used to buy groceries, get shelter and insure against other life’s necessities.

In the workplace, the highest-level need of self-actualization and much of the employee self-esteem are met through the work itself: Job Quality: employee recognition, employee contributions, reward systems,  and company culture. Managers can  contribute to an employee’s need for self-actualization by creating workplace and learning opportunities for the employee career advancement.

Managers can also address the social/belonging, and self-esteem needs with workplace support (supervision, teamwork, and recognition). The following  section lists 12 simple but proven techniques that managers can use to motivate employees. Each technique can be easily categorized into an area within the Maslow’s Hierarchy of Needs model.

Management Tips to increase Employee Motivation

1. Pay employees fairly and well and they will forget about money.
   • Once this basic need is met, it becomes a lower priority in the employee’s mind. The employee will be satisfied with the fair wages and will focus his/her attention on contributing to the team and being recognized for his/her efforts (job quality). When employees are not compensated fairly they continue to struggle financially to make ends meet. This becomes an obstacle for the employee’s motivation. The employee may have to find additional part-time work, may have to requesting over-time work or eventually seek employment elsewhere. It costs money when organizations need to take the time to find, interview, hire, and train new employees. There are also hidden costs when an employee leaves the organization. The vacant position responsibilities may need to be picked up by the available staff , overall staff productivity may be affected, and the staff stress level increases. This in turn adds the risk to lose other valuable employees.
2. Treat every employee with respect. Show the employees that the organization cares about each employee as a person and not just as a worker.
   • Employees are more productive when they feel good about themselves. When employees do not feel respected or appreciated for their work contribution, their work has no meaning and the employees become discouraged and eventually leave the company.
3. Communicate clear goals, responsibilities, and expectations.
   • Write each goal down on a page. Each goal should be clearly stated in 250 words or less. Prioritize goals and only assign reasonable but achievable goals within a timeline. Ensure that the staff clearly understands goal completion timelines and what is expected of them. Assign employee accountability and ensure the employee understands how important his/her contribution is.
4. Praise staff accomplishments and any attempts made towards the achievement of goals. 
   • Be on the lookout to praise accomplishments soon after they occur. Praise any efforts used to accomplish any goals. Sometimes trying alone provides invaluable lessons. Be Careful!  Do Not be on the lookout to punish mistakes. This is a behavior of bad managers. Set a good example, be a leader and do not imitate bad behavior.
5. Make reprimands as needed but in a cautious way.
   • Never criticize the person but the behavior. Everyone makes mistakes. Turn the mistake into an opportunity for the employee to learn how to do it better next time. Never reprimand in public – redirect in private. Let the staff hear that they are important to the organization and have the needed management support and tools to do a better job next time.
6. Recognize performance appropriately and consistently.
   • Praising does not need to take up more than one minute. The mere gesture of praising tells the staff that their contribution matters. Avoid delayed praising. Capture the moment. Praise the staff in public. Employees need meaning in the work they do or they will do a mediocre job. People have the need for continuous feedback.
7. Involve employees in plans and decisions, especially those that affect them.
   • Solicit employees’ ideas and opinions. Get them involved and make them feel part of the team. Encourage initiative. By doing this, employees will feel that their opinion matters to the team and the organization and will feel the urge to make a contribution.
8. Create opportunities for employees to learn and grow.
   • Link organizational goals with the goals assigned to each individual. Ensure the staff understands the value they bring to the company. Make them feel they are an important part of the team. One of the greatest accomplishments of a manager is to prepare his staff to step up to greater responsibilities within the organization. Effective managers encourage their subordinates interests in other areas of the company. Companies prefer to grant career growth opportunities to existing employees. This promotes good employee morale and usually results in the selection of capable candidates that will hit the ground running. Bad managers stifle employee creativity and limit employee opportunity in fear of losing their own job. This behavior negatively affects managers in the long run.
9. Actively listen to staff concerns – both work related and personal.
   • Make the staff feel that they have a manager they can talk to about anything that may interfere with their work or personal life. By being sensitive to a staff personal concern (example: divorce, death in the family), and by making any necessary accommodations to help the staff feel less stress, managers help to increase staff loyalty.
10. Share information promptly, openly, and clearly.
    • Tell the truth and with compassion. The rumor mill exists and employees use it to hear some version of the disseminated information. Trying to keep information hidden from employees, especially if the information affects them, only projects a management image of deception that diminishes trust. By telling employees information they need to hear, a manager can defuse any misunderstanding that creates unnecessary stress and that reduces employee productivity.
11. Celebrate successes and milestones reached – both organizational and personal.
    • Create an organizational culture that is open, trusting, and fun. Be on the lookout to praise successes, not on the lookout to punish mistakes.
12. Never say anything negative about the company or other employees.
    • Employees get discouraged if they hear their manager venting negatively about other employees or the company. Managers represent the organization and have access to information that the staff does not. When managers speak  negatively about the organization, the staff hears that is time to seek employment elsewhere; When managers speak negatively about other employees, the staff begins to question the manager’s trust. Never talk negatively about anyone or the organization. The rumor mill will ensure that everyone hears a grave version of what was said.

In conclusion, by continually applying these simple motivational techniques managers will develop employee trust, will increase employee productivity, will increase employee satisfaction and employee loyalty. The final outcome will be a team of very productive and satisfied employees.

Written by Michael Grace

About the Author

Michael Grace has 15 years experience in management and holds a Master Degree in Management Science from the Stevens Institute of Technology and a Bachelor of Science in Computer Science. He is the founder of a Management Leadership Online community.

I work for a grocery chain in Texas and we employ many teens and I need help with motivation, focus and energy

This a first job for 98% of these kids and they all go to the same HS etc. Our focus as managers is Customer Service. Which is a broad and vague concept for them. We need help making them understand that they are there to work not play. But working should be fun (right?). There 150+/- empoyees and we need some ideas to get/keep them motivated, focused, interested, responsible, etc!
I have a team building meeting with my team of employees. There are 16+/- kids on my team and I want to get these employees up to speed and start the trend to better CS for our customers who are what keep us growing. Also, want this to help the other managers with their teams so that we can be #1 in customer service throughout our Region.

I think the guy above me makes a ton of great points. I just wanted to also recommend contests. Kids respond well to contests and prizes. There might be a way for you o encompass a monthly prize for doing something great or the most of something….good luck

Drive: The Surprising Truth About What Motivates Us $10.50 Forget everything you thought you knew about how to motivate people–at work, at school, at home. It’s wrong. As Daniel H. Pink explains in his new and paradigm-shattering book Drive: The Surprising Truth About What Motivates Us, the secret to high performance and satisfaction in today’s world is the deeply human need to direct our own lives, to learn and create new things, and to do better by our…

Intrinsic Motivation at Work: Building Energy and Commitment $8.05 Intrinsic Motivation at Work marks a major advance on the topic of work motivation — one based on an understanding of the changing requirements of today’s workplace and the limitations of older motivational models. Written in an engaging, accessible style, yet grounded in solid academic research, the book is divided into three parts. Part One assesses older models of work motivation and why they …

Dan Ariely – Extrinsic vs. Intrinsic Rewards at Work

Methods to achieve intrinsic motivation or extrinsic motivation

You will acquire intrinsic motivation in the workplace with positive thinking. Today may well be possible in order to do the things you like; so understand like what was do. And this also liking provide you with intrinsic employee motivation. With logic, it is easy to acquire intrinsic motivation in classroom. Virtually up a topic of a borrower’s interest, then are inclined believe success or failure, just study simply because you enjoy it, as you are have to get knowledge. Situation work or study to find out more, you know to excel using the reward and success will definitely follow your excellence. So sincerity, dedication, commitment and hunt for knowledge will surely ignite the intrinsic motivation in your soul and let realize your aspirations in you need to do.

This conservative world, every day life is learn about loss and profits, and intrinsic motivation may perhaps be the best way to locate the mental peace and harmony. So, give priority for any inner happiness and love every moment your home, that are able to, successively keep you motivated out of all pros and cons as an adult.Intrinsic motivation provides an impressive student study and take interest in the job because his strong self-control and strength of mind. To put it differently, such students practice Self Motivation. Conversely, an extrinsically motivated student works hard and study by having purpose of winning a prize or getting praised by his parents and teachers. It is a responsibility of teachers to motivate students, one must learn self motivation in concert gets older. For articles on self motivation, relate to.

The extent of motivation contained in the classroom is definitely different many different students. You might have some students who show financial success after words of praise. There would be other people who would want lengthy support and help to succeed in their task. So, teachers actually keep their cool but patience while teaching their students. Students’ motivation can be performed by treating all students equally and making no discrimination included in this on any grounds. Punishment develop into an enormous deterrent in our procedure of motivation at the classroom. The teachers would therefore be advised in punishing the students and rehearse other tips to educate them.
About the Author

You will need to follow in charge of much more
intrinsic motivation
and
extrinsic motivation
.

Instrininc motivation in the workplace?

can someone tell me what is the comparison and contrasts of intrinsic and extrinsic motivation..
what are some examples

I’ll give you some examples. Hopefully they will be enough to enable you to tell and discuss the similarities and differences. : )

Intrinsic motivations means I do it because:
it makes me happy.
it makes me feel good.
it makes me forget how bored I am.
it makes me feel less guilty.
(insert anything here that comes from the inside of a person)

Extrinsic motivation means I do it because:
I get money.
you won’t hit me.
other people will praise me.
I really need that raise.
(insert any kind of motivation that comes from outside of a person)

The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at Work $15.05 What really sets the best managers above the rest? It’s their power to build a cadre of employees who have great inner work lives—consistently positive emotions; strong motivation; and favorable perceptions of the organization, their work, and their colleagues. The worst managers undermine inner work life, often unwittingly.As Teresa Amabile and Steven Kramer explain in The Progress Prin…

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Human Resources : Dealing With Lack of Motivation

The Four Drive Theory in the Workplace

The Four Drive theory, explained in the 2002 book Driven by Drs. Paul Lawrence and Nitin Nohria of the Harvard Business School, describes human motivation in terms of a set of dynamic, interacting needs that are a fundamental part of humankind’s makeup.  The needs arose from our evolutionary past and are intrinsic to human psychological makeup as a part of the mental equipment that provided advantages to adaptation and survival in previous epochs.

The drives themselves are complete and elemental, offering a comprehensive explanation for human motivation that cannot be broken down into further constituent elements.  Each of the four drives (acquire, bond, comprehend, and defend) includes features and components that influence interactions and outcomes in the workplace.

The drive to acquire includes both material goods and status and can lead to both excellent performance and detrimental competition. The drive to acquire includes physical objects and wealth, relating to gathering the necessities for survival, and social relationships, concerning the acquisition of status, accomplishments, and power. Those social “goods” are proxies for the material necessities that improve the survival odds for one’s self and descendents.  Providing clear links between job performance and fulfillment of this drive is recommended as a core component for building a satisfying job.  The drive to acquire can be moderated by the drive to bond to help dampen unhealthy competition in an organization.

The drive to bond manifests itself in our urge to find others and engage them with in relationships of mutual caring. Research has repeatedly shown that we tend to bond with others of similar demographics and outlook.  Organizations can work to expand this natural inclination with pro-diversity human resource development programs.  Once workers are successful in establishing individual relationships the connections can grow to include groups and work teams. This drive can be used to advantage by organizations that promote attachments to work groups, divisions, and the entire organization. The drive to bond leads to interactions of healthy support among work teams if supported with team-based rewards and professional goals. While the drive to bond is directed towards persons, the drive to learn relates mostly to work activities.

The drive to learn is satisfied by work environments that stimulate curiosity and allow for exploration and developing understanding.  It also relates to understanding one’s role in the firm and the significance of that role. A good example of the strength of this drive is the degree of job satisfaction that experienced knowledge workers derive from challenges in the workplace. The sense of stimulation and excitement from acquiring new skills can actually outweigh pay and benefits as a job satisfaction factor. The drive to learn can function well in a group context, interacting with the drive to bond.  The three drives previously described are almost always desirable in the workplace, contrasting with the drive to defend.

While acquisition, bonding, and learning are active drives that humans seek to fulfill, the drive to defend is latent: it must be stimulated by a threat to become active. Threats to the individual, their group, and the firm as a whole can trigger the drive to defend. The firm, then, can work to adjust this drive by eliminating or correcting information sources that communicate unintentional or misguided threats.  It can also provide workers the means to respond to legitimate threats in the firm’s competitive or regulatory environment.  If properly tempered and focused the drive to defend can be a source of motivation and energy, but it is  in nature and not beneficial if over-stimulated.

While the Four Drive theory describes the motivations to acquire, bond, learn and defend as fundamental to human psychology, the relative strength of each drive varies in individuals.  Also, the influence of individual drives can vary over time in a single individual.  It is detrimental when one drive dominates, leading to unbalanced personal and organization outcomes.  For instance, acting purely on the drive to acquire can lead to destructive competition, and over-stimulation of the drive to defend to paranoia.  An important theme of the Four Drive theory is balance between and among drives so they can compliment and regulate each other.  Structuring jobs to support this interaction is an important consideration in the workplace.

It is feasible to measure employee perceptions about the workplace and relate those to Four Drive motives.  A sample Four Drive survey relating the four core drives to job satisfaction is given below.  The survey questions themselves provide information on areas that managers can consider in light of the Four Drive theory.

Drive to Acquire and Achieve

Are workplace monetary rewards tied to performance in your organization?
Is your pay competitive?
Are expectations by which your performance is evaluated clearly expressed?
Is the need for high performance clearly expressed in your firm?
Are you appropriately recognized for your performance?
How satisfied are you with your pay from work?
Are you able to distinguish yourself through your job?

Drive to Bond

Does your firm encourage you to count on support from others?
Are collaboration and teamwork valued and recognized by your organization?
Does your firm’s culture encourage sharing of best practices?
Is your firm is supportive of friendship among workers?
Do you feel strongly that you are a part of the team?
Are your managers people-oriented?
Does your management show that it cares about you on a personal level?

Drive to Learn and Comprehend

Does your job include work that interests you?
Do you have the opportunity to learn new things at work?
Does your job accomplish something meaningful in your organization?
Are your assignments challenging?
Does your work include a variety of tasks?
Does your firm actively support personal growth and learning?
Are you are gaining skills and/or knowledge as a part of your work?

Drive to Defend

Is your firm’s performance rating system open and transparent?
Is your work environment welcoming and non-intimidating?
Do you feel your firm’s performance rating system is fair?
Do your managers treat people fairly?
Do you trust the firm’s performance rating system?
Does your firm support open communications – are you able to speak up?

———————

Lawerence, P. & Norhira, N. (2001).  Driven:  How Human Nature Shapes our Choices.  San Fransico, CA:  Jossey-Bass.

Copyright © Stan Emelander 2009

About the Author

Stan Emelander, M.B.A, M.S., Ph.D. is a project manager in the Department of Defense with several articles published in Army Acquistion, Logistics and Technology (Army AL&T) magazine.

Does this indicate a lack of caring from your OWN experience?

My friend hardly talks to me anymore since she’s gotten busy. I’m busy too but I would be happy to make time for her if she was up for it. She once said that friendship mostly takes motivation, which we can control. So, with that logic, it means she doesn’t care about me anymore, right? She’s not motivated to talk to me because she doesn’t care, I guess.

The thing is sweety…. it is very easy for us to judge people but it takes time and effort to understand people. Maybe you have jumped in to your own conclusions? We are not mind readers, so why wont you just pick the phone and let your friend know how you feel ? Then depending on the feedback you get you will have a greater and a more accurate idea of what is really going on.

Sometimes it is difficult to keep in touch when you face a lot of new challenges in changed circumstances. It tatakes time to get used to these new sitautions. so maybe the same is true for ur friend?u will never know.

Pls. dont be put off by lack of communication…. if she’s ignoring you or dont have time for you… there is no point in you doing the same because then you will end up being just like her right? so lets take another approach and make a difference from which both you and your friend can benefit…
Good Luck!

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Fish! A Proven Way to Boost Morale and Improve Results $3.49 This is a great little self help up, feel better book….

Employee Motivation: Instant Employee Morale Booster

Does offering employees a pleasing work environment make a difference? Or is it just another excuse to spend money? Read on….

Essentially it is all about enriching the work environment, and if you are wondering why you need to bother then I’d like to offer you three reasons:

o It create better attitudes

o It improves morale

o It enhances the employees commitment to the organisation

There is a fair bit of research in this area looking at the concept of improving employee motivation from different angles. For example during March 2002 Arts & Business released the results of a MORI commissioned survey. The research investigated attitudes towards the Art’s and their effect on the working behaviors among business leaders and the general public.

The results revealed that 53% of the workers surveyed felt that if their employer were to provide opportunities to enjoy artistic activities they would be motivated in their work. 95% of business owners surveyed said they felt that motivation is ‘essential’ or ‘very important’ in directly driving company performance.

Employees can participate in community related art projects or the employer could sponsor an initiative, and I’ll cover that in a future articles but for now I’d like to focus on why art should be used to enhance the working space, or put another way using art to break up plain walls, and relieve the potential visual boredom for the employee.

Open place offices are very commonplace nowadays, and to some extent have diminished the employee’s sense of having a private space of their own that reflects their personality. Thus the art in their view becomes more important especially if they don’t have a window nearby.

I even heard of a company that has produced space dividers for open plan workplaces that are limited edition prints on mesh by British contemporary artists.

Studies by BOSTI a US based workplace design consultancy make it clear there is a relationship between how people experience the offices they work in and their productivity levels on job including job performance, job satisfaction and their ability to communicate with each other.

We all react both consciously and unconsciously to the area in which we live and work, our environment has a profound effect on feelings, behaviors, general health issues and productivity. Using art in the office is only one aspect of workplace design, but it is one that should not be overlooked.

Having art in the workplace is also a way of encouraging creative thinking and of course there is the potential of a Public Relations spin off. A survey carried out by ICM and Art & Business found that 73% of employees wanted more art in the workplace, claiming it made them feel more ‘motivated’ and ‘inspired.’

Further research carried out by International Art Consultants Ltd “indicates that companies regard art as an integral part of a motivating and productive working environment, and that more organisations are actively seeking to maximise the benefits of art within the context of their broader business philosophy.”

So it makes sense to create a pleasing ambiance for everyone who uses the work space, after all there are enough other variables in business life. Let’s do something about the ones we can control!

About the author: Sue Kennedy, LRPS & LBIPP

Sue Kennedy is an UK based photographer specialising in outdoor photography and works on commission for companies & individuals as well as shooting for picture libraries. To purchase from SueÂ’s current print and card selection visit her Website: http://www.blueeyesphoto.com. Don’t forget to sign up for her monthly ezine too!

No motivation in the workplace?

I noticed something in the company that I work in. I never receive any motivation for the work I do in the company. If I do some extra work, they completely ignore it. They never send me a Thank you email for any piece of information that I give. Even the salary never increases that much.
I’m not waiting for a thank you or a compliment but I guess these little things give you a push to continue your work in a perfect way. A co worker told me that it’s the company’s policy not to do this because they don’t want the employee to feel that he’s something big or something. It’s an ego thing.

You are getting paid to do your job that’s already enough. You do the work and you get paid. If you don’t have any motivation in your work, maybe you can look for another job.

PS. We shouldn’t expect a thank you or a compliment to do our job. They pay us. I guess I would appreciate a thank you note if I was to give a gift but I don’t expect it to do a job that pays us.

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Business Management & Customer Service : About Employee Motivation Incentives

How Important Is Employee Motivation & Engagement To Your Business?

How important is EMPLOYEE MOTIVATION & ENGAGEMENT to your business?

 A few companies have it…Everyone wants it…Chances are your organisation is trying hard to get it… What could it be??? High levels of Employee engagement and staff motivation. 

There are few issues that human resources directors and talent managers face today that are more important than attracting, retaining and motivating good employees. Effective employee motivation and retention can have a dramatic impact on a company. As employees grow so does your business along with potential profit – remember that people are your business, its people that

drive a business forwards so it pays to employ and appreciate good staff. One of the most effective ways to fill your company with great people is to keep the great ones around. Think of all the organisational knowledge, expertise, and know-how that quality staff bring to work each day. Engage and motivate these high quality human resources and you have a gold mine to tap in to. 

By ensuring employee motivation and engagement and keeping quality staff you can make savings through lower recruit costs which in turn can be ploughed back into staff training, development and employee motivation, further increasing engagement, performance and productivity. A company with 75 employees, average salary £45,000, can save a staggering £150,000 per year by lowering staff turnover by 5%, in recruitment costs alone. That’s a significant amount to invest in team building, employee motivation and looking after your people. Invest in your people and they will invest in your business!

A company’s ability to manage employee engagement is closely linked to its ability to achieve

high performance levels and translate it into profit. Engaged and motivated employees are more likely to stay with the company longer, be a champion of the company and offer increased contribution to the bottom line. So employee motivation and engagement is critical to any business that seeks to retain valued employees and increase its level of performance. We already know that wages and benefits are important to employees, but direct compensation is only a part of the package required to keep the highly skilled, motivated and experienced workforce that a business needs to succeed. Of the many ways to engage staff; training, Personal Development, security, being appreciated, going on team building events, leadership development, conferences and incentives are commonly quoted by employees as ingredients to emloyee motivation.

Organising professional events including team building, incentive programmes, communication events and development workshops for your employees will impact directly on your employees and business by helping to reduce costly issues such as absenteeism, stress, conflict and staff turnover, whilst increasing employee engagement, ownership, motivation, trust, loyalty and performance.

 If you want to enjoy higher levels of employee engagement and motivation, and the benefits that come with it, ask Leap Plc, a company specialising in developing people, performance and productivity…..

Find out how improving Employee Motivation could transform your business!

About the Author

Find out how improving Employee Motivation could transform your business!

what are other alternative paying methods that other businesses like mine use to pay their employees?

Hi, my name is Edward. I am 25 and my uncle wants me to take over the family commercial caulking business. Right now I am working with the caulkers out in the field to learn how to caulk. Also, to make sure they do not milk their time for their paychecks and drag their feet. Unfortunately the caulkers do! We pay them by the hour so they are in no rush to get the job done and we profit share at the end of the year, but it seems like that is not enough motivation. My question is, what are other alternative paying methods that other businesses like mine use to pay their employees and increase production?

pay by the job
when you go price a job you figure about how many hours it should take
so tell the me they get say 100. when this job is done weather it takes 3 hours or 15 hours.
The only bad part is you don’t want them to do a bad job because they are tring to go to fast.

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Manager X vs. Manager Y

Herzberg Motivation Theory – How Hygienic Is Your Change Management Initiative?

Frederick Herzberg’s Hygiene Theory [also known as Two Factor Theory] concludes that certain factors – “motivators” – in the workplace result in job satisfaction; factors such as challenging work, recognition, and responsibility. However there are other factors that if absent, lead to dissatisfaction and de-motivation; factors such as status, work environment, location, job security, salary and benefits. These things do not motivate and are called “Hygiene” factors because, like hygiene, their presence will not make you healthier, but absence can cause health deterioration.

Practical application of Herzberg Motivation Theory to change management

(1) The planning of a change initiative

At the planning stage of a change initiative, Hygiene theory will influence the stakeholder mapping and analysis process and it will help to shape the the communication strategy. It focuses change leaders on the impacts of these 2 dimensions of human needs – motivators and dissatisfiers.

(2) The communication skills of leadership

There will be difficult business circumstances and especially where job losses are involved and where significant change to business practises are involved – that neither sets of needs are going to met particularly well, or even at all.

People are flexible and will adjust and accept this – at least for a while – is if it is communicated honestly and accurately.

It is my view that the framing or positioning of a situation by the change leader is extremely important – especially in knowing how to focus and present a communication about a difficult situation with lots of dissatisfiers in such a way that it does address motivation factors needs at the earliest opportunity.

I say this because in my view, people will be more likely to tolerate difficult circumstances if they are led well and in such a way that their aspirational and higher motivational needs are addressed.

(3) Judgement call and reframing

In my view, a key change leadership skill is knowing how to make the “judgement call” on how and when to communicate to people news that in terms of Herzburg motivation theory is going to dissatisfy them and demotivate them.

And – here’s the key to this I feel – having the capacity to “reframe” the situation fairly quickly in such a way that people’s motivation needs [or at least some of them] are addressed.

See here for the full change management implications of the: ” Herzberg Hygiene Theory “

Equip yourself to avoid the 70% failure rate of all change initiatives with the “Practitioners’ Masterclass – Leading your people through change, putting it all together and managing the whole messy business.”

About the Author

Stephen Warrilow, based in Bristol, works with companies across the UK providing specialist support to directors delivery significant change initiatives. Stephen has 25 years cross sector experience with 100+ companies in mid range corporate, larger SME and corporate environments. Practical strategies for leading and managing change

need help with motivation theory?

i have an assignment to do based on motivation topic….my lecturer wants me to narrow down the scope of motivation which means he wants me to motivate a specific level or category of employees such as clerks, cashiers or anything else by applying the motivation theories such as maslow or herzberg’s theory of motivation or anyone’s theories that i dont happened to know of….up to this day, i have chosen to do the motivation on cashiers in a shopping mall as an example….how do i motivate the cashiers and based on whose theory of motivation is appropriate?any suggestion??i dont know how to start at all?

you can read Employee Motivation, theory and practice at http://www.accel-team.com/motivation/index.html
and a page with motivation theories at http://www.accel-team.com/motivation/index.html and http://www.businessballs.com/herzberg.htm, and understanding employee motivation at http://www.joe.org/joe/1998june/rb3.html
I am sure you will get many tips there to help you develop your theory
Best of luck

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motivational quotes

Quotes By Famous People: 3 Inspirational Quotes That Lead You To Success

We often turn to influential people for inspiration – whether it’s in the arena of sports, entertainment or politics. We observe how they act and how they speak. But perhaps what is most inspiring about them is what they have to say about succeeding in life. There are inspirational quotes by famous people on life that everyone would benefit from reading.

I myself am inspired daily by their words. In this article, you will know some of the most memorable quotes by famous people that can lead you to massive success.

1) “Though I’m grateful for all my blessings, it hasn’t changed who I am. My feet are still on the ground. I’m just wearing better shoes.”  – Oprah Winfrey

As powerful and as influential as Oprah Winfrey is, she has never let it go to her head. She remembers her roots, what she has been though; and yet she shows appreciation for what she has now.

This is one of the major reasons why the whole world still can’t get enough of Oprah Winfrey. If you’ve just been promoted, for example, don’t flaunt it for all the building to see. Don’t turn into a snob and don’t look down on others.

Instead, count your blessings and be thankful that you have reached this far. Then use your success to help others achieve the same.

2) “Change will not come if we wait for some other person or some other time. We are the ones we’ve been waiting for. We are the change that we seek.” – Barack Obama

When it comes to motivational quotes by famous people, this is probably one of the most relevant right now. If you really want to succeed in life, you have to take matters into your own hands.

Don’t slump on your desk complaining about the injustice of work. If you want that raise, don’t just wish it in your head. Start actively doing things that would get you that raise.

Don’t gripe about the broken coffee maker or the perpetually defected photocopy machine. Have the courage to write a report about it and process it to the right department.

3) “God doesn’t require us to succeed; he only requires that you try.” – Mother Teresa

If you want to read inspirational quotes by famous people, you can’t go wrong with Mother Teresa. Her compassion for everything will not only strengthen your faith in yourself, but also your faith in others.

This particular quote teaches you not to give up so easily. Nobody is perfect. But that doesn’t mean people can use that as an excuse to come up with shabby results. At the very least, make the effort to fulfill your goals and success will follow.

We all have different interpretations of success and different ways of achieving it. However, based on all these motivational quotes by famous people, the most important success is the one we get from coming into an understanding with ourselves.

About the Author

Get your FREE access to the success secrets of the world’s richest and most successful business people. Discover the 7 vital traits of successful entrepreneurs now and take the self-assessment quiz, audio, and video – for free – at http://www.expertpersuader.com/successupgrade.