• djackson 22568 (2/8/2016)


    mike.gallamore (2/8/2016)


    I love how "total motivation" only includes 3 of the 6 factors. Management doesn't like to think that people are economically motivated because that means they might have to pay people better and/or give meaningful raises as you become better at your job (even without a promotion). Instead they'd like to do the easy things like have a games room or buy everyone a couple $3 beers at the end of the week and have a "friendly" culture.

    You need both. Money might not keep you motivated but when it is missing it is very motivating (to leave). The other two missing motivations are more negative I suppose and easier to do away with but I think part of it is the wording. Inertia: your work might involve things that aren't so fun every once and a while still getting out of bed and getting it done sometimes is what is needed.

    Emotional pressure: I have and suspect most others have those family members that are always getting fired, living on welfare, always complaining about work etc. It isn't necessarily a bad thing to tell them sometimes "hey smarten up you have responsibilities".

    Man, you nailed it!

    We all see managers at various levels making claims about how great things are because of X, Y and Z - when those things aren't at all relevant to anyone. People work to make a living. They deserve to be respected. Differences are a good thing, and nobody should be harassed due to having different ideas.

    Yet a friend of mine works at a company that actually asks people what they feel needs improvement, and consistently responds that the top three items everyone complains about every year are off the table. Seriously. "Please tell us what we need to improve on. Oh, I see you picked those same annoying things again, well we refuse to talk about those. Pick something else."

    Fourty years ago when I was being trained about motivation and its importance there was a concept of two distinct sets of factors: hygiene factors and Motivator factors. A failure to provide adequate hygiene factors results in dissatisfaction, but improving these factors beyond the point where they cease to cause sissatisfaction doesn't much increase satisfaction. To get an increase in satisfaction beyond that point, one has to imcrease the motivator factors.

    That sound a bit like what HBR are saying, but it was quite different because there were far more that 3 factors of each type (7 motivator, 8 hygiene). And failure in a hygiene factor didn't just increase dissatisfaction, it reduced (and could completely destroy if it was failed badly enough) satisfaction (the HBR system of course allows it to so that, according to their formula, but their blurb seems to suggest it can't - maybe they need to improve the motivation of their writers?). One of my concerns about this (and the HBR scheme) was that it doesn't allow for factors that act both ways - like location, for example. And management willingness to listen and discuss was recognised as a motivator (clearly nissing from the HBR scheme), although I think it ought to be seen as a genuine both-way factor.

    Tom