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The Top 9 Things ThatUltimately Motivate Employeesto Achieve

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 When you wake up in the morning, what

is the passion that fuels you to start your day? Are you living this in your

 work? If others asked you what drives you to achieve, would the answer be

obvious? The triggers that motivate people to achieve are unique for

everyone. Many would say its money; more people are starting to claim that

they are driven to make a difference. Regardless of what motivates you and

drives you toreach peak performance – it must be managed and balanced.

Too much motivation in one area will weaken other parts of your game.

Motivation has been studied for decades and leaders in the workplace have

used assessments like DISC and Myers-Briggs to determine their employee’s

personality types to better anticipate behaviors and tendencies. Additionally,

motivational books are used as tools to get employees to increase their

performance and / or get them back on track. While assessments, books and

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other tools can help project and inspire short and long performance, the

factors that motivate employees to achieve evolve as they mature and begin to

truly understand what matters most to them. Therefore, as leaders we must

hold ourselves accountable to build meaningful and purposeful relationships

that matter with our employees. This allows us to better understand those weare serving, just as much as ourselves.

 As a leader, don’t just read the assessment scores, get to know those whom

 you are leading and be specific about how you help each of them achieve their

goals, desires and aspirations. The objective should be to help one another

and to accomplish this each of you must identify those things that motivate

 you both to work together.

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5 Ways Leaders Must Get Their Hands

Dirty in 2012 Glenn LlopisContributor 

To help you get the most from your employee relationships, here are the nine

(9) things that ultimately motivate employees to achieve. As you read this,

think of how you associate with each of them. Share your story and

perspectives – and comment about it. This is a hot topic and the more we can

discuss it, we can help one another become better leaders.

1. Trustworthy  Leadership 

Leaders that have your back and that are looking out for your best interests – 

 will win the trust of their employees who in turn will be more motivated to

achieve. I once had a department manager that always looked out for me.

He was upfront in communicating his performance expectations and hisfeedback was direct. He never treated me like a subordinate and looked for

 ways to include me in senior management meetings. This opened my eyes to

 what lied ahead in my career and thus motivated me to reach the next level

and in the process exceed the expectations of my boss.

Trust is a powerful motivational tool and those leaders that are more

transparent with their employees will find surprising results and new types of

opportunities to develop talent. 

2. Being Relevant 

In today’s world where everyone wants to be noticed and recognized for their

 work – employees are motivated to achieve to remain relevant. As such,

employees are in search of new ways to learn, improve their skills and invest

in themselves. This is an opportunity for leaders to get involved and

understand how to build the depth and breadth of their employee’s skill sets

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and aptitudes. For example, find ways to elevate your employees’ high-

potential status.

Helping employees increase their relevancy is important and those leaders

that participate in this process will help cultivate increased performance levelsand loyalty. Helping your employees get discovered will elevate their

motivation to achieve.

3. Proving Others Wrong 

This particular motivation to achieve has been heighten as of late from

 younger professionals that seek to prove themselves faster amongst older

generations in the workplace. Employees never want to be stereotyped or

marginalized, but for many   younger professionals this serves as the trigger to

awaken them from within. This certainly is not a generational issue as many

of us have been questioned about our ability to achieve at a high-level. Ilearned this the hard way throughout my career. For example, as a former C-

level executive (in my early 30’s) and later as a successful entrepreneur – 

people begin to envy  and / or doubt me thus igniting my hunger and driv

 As a leader, encourage your employees to exceed expectations by taking

responsible risks. Embrace diverse thinking and measure one’s ability to

innovate. Never underestimate an employee’s ability to perform until you

have properly evaluated and tested their abilities and potential.

4. Career Advancement 

Perhaps the most important factor on this list is the ability to advance.

Employees are extremely motivated to achieve if this means that advancement

awaits them. This requires employees to be mindful of opportunities that lie

around, beneath and beyond what they seek. As leaders, you will sustain high

levels of motivation from your employees if you can open doors of opportunity

and accelerate their chances for advancement. Remember, just because your

employees may be relevant, it doesn’t guarantee advancement.  So make it apoint to help them get there.

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5 Ways Leaders Must Get Their Hands

Dirty in 2012 Glenn LlopisContributor How proficient are you at seeing and seizing opportunity? If you haven’t taken

my assessment, I suggest that you do (click here). Over 200,000 people have

taken it and less than 1% of them have ever scored over 35.

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5. No Regrets 

People only have a few real chances in their careers to reach their ultimate

goals. In fact, how many times do you meet people that are more successful

than you are and you wonder how they got there. People don’t want to live with any regrets in their career/life and thus are motivated to not disappoint

themselves.

 As a leader, don’t allow your employees to walk around carrying a load of

guilt. Share your journey with them – your failures and successes. An

employee that doesn’t believe will never achieve.  Help your employees

embrace the unexpected and help them navigate uncertainty and change.

Many people are confused in today’s workplace about their future. Motivate

them by giving them the perspectives they need to achieve.6. Stable Future 

People are motivated to have safety and security. Everyone wants a stable

future, but you never know when time will pass you by. That’s why w e are all

in a race against time and thus motivated to achieve faster than ever before.

 We have all learned from the 2008 economic collapse that we can all quickly

 become victims of unexpected change without preparation.

 As a leader, be mindful of providing security and stability in how you lead youremployees – and watch their motivational levels rise.

7. Self-Indulgence 

This factor is quite interesting and extremely important to put into proper

perspective. People are motivated for selfish reasons to achieve – albeit

money, attention, fame, etc. Must we be reminded that greed and selfishness

contributed greatly to America’s current economic hardship? 

Motivation that satisfies our self-indulgence is can also be risky. In reminds

me of a great quote from Peter Drucker in his book, “The Effective Executive”

 when he says that every time you meet a person with great strengths, you are

also meeting someone with great weaknesses.

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 As a leader, be aware that of your employees motivations are balance and well

intentioned. Self-indulgence can bring tremendous short term benefits – 

 with longer term repercussions.

8. Impact 

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5 Ways Leaders Must Get Their Hands

Dirty in 2012 Glenn LlopisContributor  As mentioned earlier on, today’s employees are motivated to achieve morethan ever simply by the opportunity to create impact. As employees reflect

on their lives and careers – they want to contribute in ways that measure their

achievements based upon the long-term benefits that the company they serve

 bears.

 As a leader, allow your employees to have sustainable impact in the work they

perform. Allow them to make a mark toward significance. Create the

opportunity for their achievement to leave a long lasting legacy that rewards

the organization they serve and for future generations to learn from.

9. Happiness 

In the end, happiness is one of the greatest motivations to achieve. Happiness

fuels ones self-esteem and gives people hope for a better tomorrow. We are

all victims of taking our work too seriously. Step back and enjoy the journey.

 Your motivation to achieve is ultimately based on earning a living that brings

 you tremendous joy and satisfaction.

 As a leader, be aware of whether your employees are satisfied in their work

and that you are deliberate in having this type conversation with them. Never

assume. Employees will smile to save their jobs even if they aren’t content. 

 Assure your employees happiness shines and allow the previous eight

motivational factors to influence the process organically.

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 THE FOUR INTRINSIC REWARDS THAT DRIVE EMPLOYEEENGAGEMENTby Kenneth Thomas

Featured | November / December 2009 

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Motivational dynamics have changed dramatically to reflect new work requirements and changed worker

expectations. One of the biggest changes has been the rise in importance of psychic, or intrinsic rewards, and the

decline of material or extrinsic rewards. This author draws upon recent research to explain the popularity of intrinsic

rewards and how these rewards can be used to build a high-engagement culture. 

I have been researching workplace motivation for about 30 years and I’m amazed at how much has changed

recently. Automation and off-shoring have eliminated most of the highly repetitive jobs in the U.S., while global

competition has produced flatter, more responsive organizations that require employees to use judgment and

initiative to a much greater extent. Over this same 30-year period, the proportion of American workers who say thattheir work is meaningful, allows them discretion, and makes use of their abilities has more than doubled—from less

than one third to about two thirds.1 In addition, younger workers now come to organizations with different

expectations than their parents. Raised during an era of rapid technological change and instant access to data, they

respond best to work that is more meaningful, allows them to learn cutting-edge skills, and lets them find their own

ways of accomplishing tasks.

Most of the motivational models used today were developed in earlier eras, when work and workers were different.

That is why my colleagues and I developed models and strategies of motivation that better reflect the changes in

today’s work dynamics.2In doing so, we discovered that intrinsic rewards have become more important and more

prevalent in the workplace today. This article will describe the reasons for this increase and why intrinsic rewards are

so important today.

EXTRINSIC AND INTRINSIC REWARDS 

Extrinsic rewards—usually financial—are the tangible rewards given employees by managers, such as pay raises,

bonuses, and benefits. They are called “extrinsic” because they are external to the work itself and other people

control their size and whether or not they are granted. In contrast, intrinsic rewards are psychological rewards that

employees get from doing meaningful work and performing it well.

Extrinsic rewards played a dominant role in earlier eras, when work was generally more routine and bureaucratic, and

when complying with rules and procedures was paramount. This work offered workers few intrinsic rewards, so that

extrinsic rewards were often the only motivational tools available to organizations.

Extrinsic rewards remain significant for workers, of course. Pay is an important consideration for most workers in

accepting a job, and unfair pay can be a strong de-motivator. However, after people have taken a job and issues of

unfairness have been settled, we find that extrinsic rewards are now less important, as day-to-day motivation is morestrongly driven by intrinsic rewards.

THE INTRINSIC REWARDS IN TODAY’S WORK 

To identify these intrinsic rewards, we began by analyzing the nature of today’s work. Basically, most of today’s

workers are asked to self-manage to a significant degree—to use their intelligence and experience to direct their work

activities to accomplish important organizational purposes. This is how today’s employees add value—innovating,

problem solving and improvising to meet the conditions they encounter to meet customers’ needs. 

In turn, we found that the self-management process involves four key steps:3 

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1. Committing to a meaningful purpose

2. Choosing the best way of fulfilling that purpose

3. Making sure that one is performing work activities competently, and

4. Making sure that one is making progress to achieving the purpose.

Each of these steps requires workers to make a judgment—about the meaningfulness of their purpose, the degree

of choicethey have for doing things the right way, the competence of their performance, and the actual progressbeing made toward fulfilling the purpose. These four judgments are the key factors in workers’ assessments of the

value and effectiveness of their efforts—and the contribution they are making.

When positive, each of these judgments is accompanied by a positive emotional charge. These positive

charges are the intrinsic rewards that employees get from work, ranging in size from quiet satisfaction to an

exuberant “Yes!” They are the reinforcements that keep employees actively self -managing and engaged in their work.

The following are descriptions of the four intrinsic rewards and how workers view them:4 

o  Sense of meaningfulness. This reward involves the meaningfulness or importance of the purpose you are trying to

fulfill. You feel that you have an opportunity to accomplish something of real value—something that matters in the

larger scheme of things. You feel that you are on a path that is worth your time and energy, giving you a strong sense

of purpose or direction.

o  Sense of choice. You feel free to choose how to accomplish your work—to use your best judgment to select those

work activities that make the most sense to you and to perform them in ways that seem appropriate. You feel

ownership of your work, believe in the approach you are taking, and feel responsible for making it work.

o  Sense of competence. You feel that you are handling your work activities well—that your performance of these

activities meets or exceeds your personal standards, and that you are doing good, high-quality work. You feel a

sense of satisfaction, pride, or even artistry in how well you handle these activities.

o  Sense of progress. You are encouraged that your efforts are really accomplishing something. You feel that your

work is on track and moving in the right direction. You see convincing signs that things are working out, giving you

confidence in the choices you have made and confidence in the future.

E - MOTIVATION IN ORGANIZATIONS

INTRODUCTION. Knowing how and why to motivate employees is an important managerial skill.

THE NATURE OF MOTIVATION IN ORGANISATIONS. Motivation is the set of forces that cause people to choose certain behaviors

from among the many alternatives open to them.

Motivation And Performance In Organizations.  An employee's performance typically is influenced by motivation,ability, and the work environment. Some deficiencies can beaddressed by providing training or altering the environment,motivation problems are not as easily addressed.

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Motivation is important because of its significance as adeterminant of performance and its intangible nature.

HISTORICAL VIEWS OF MOTIVATION. Evolution can be traced from scientific management, through thehuman relations movement, to the human resource approach.

o  Scientific management:

The assumptions of scientific management were thatwork is inherently unpleasant for most people and themoney they earn is more important to employees thanis the nature of the job they are performing.

o  Human relations movement:

This school of thought emphasized the role of socialprocesses in organizations and assumed that theneed for belongingness and the need to feel usefulare more important than money in motivatingemployees.

o  Human resource approach:

This view assumes that people want to contribute toorganizational effectiveness and are able to makegenuine contributions. The organization'sresponsibility is to create a work environment thatmakes full use of available human resources.

The human resource approach guides most thinkingabout motivation today, but three integrativeapproaches conceptualize motivation morecompletely: need-based, process-based, andreinforcement-based approaches.

NEED-BASED APPROACHES TO MOTIVATION. 

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Need-based approaches to motivation focus on what motivates employees tochoose certain behaviors as shown on the following diagram.

Two need-based approaches are need hierarchies and the dual-structure

approach.

Need Hierarchies

Two of the most popular need hierarchies are Abraham Maslow'shierarchy and Clayton Alderfer's ERG theory of motivation.

Maslow's hierarchy of needs assumes that people are motivatedto satisfy five levels of needs:

o  physiological,o  security,o  belongingness,o  esteem, ando  self-actualisation.

The hierarchical arrangement suggests that the five levels ofneeds are arranged in order of increasing importance, startingwith physiological needs. According to the theory, when needs atone level are satisfied, they are no longer motivators and the

individual "moves up" the hierarchy to satisfy needs at the nextlevel. Maslow's view of motivation provides a logical framework forcategorizing needs, but it does not supply a complete picture.

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 Alderfer developed the ERG theory of motivation in response tocriticisms of Maslow's hierarchy.

o  ERG stands for existence, relatedness, and growth needs ERGtheory. Existence needs are satisfied by food and water pay fringebenefits and working conditions. Relatedness needs are satisfiedby relationships with co workers, superiors family and friends.Growth needs cover the need to advance and develop.

o   As with Maslow's theory, assumes that motivated behavior followsa hierarchy, but it has two important differences:

  ERG theory suggests that more than one level of needs cancause motivation at the same time;

  ERG theory has a frustration-regression element that

suggests that if needs remain unsatisfied at some highlevel, the individual will become frustrated, regress to alower level, and begin to pursue lower-level needs again.

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The Dual-Structure Approach To Motivation.

The dual-structure approach was developed by FrederickHerzberg and is often referred to as the two-factor theory. Herzberg's studies of accountants and engineers led him tosuggest that entirely different sets of factors are associated withsatisfaction and with dissatisfaction.

Motivation factors, relating to the job itself, result in feelingsranging from satisfaction to no satisfaction.

Hygiene factors, relating to the work environment, result infeelings ranging from dissatisfaction to no dissatisfaction.

Acquired Needs. Other need-based perspectives on motivation focus on acquiredneeds: the needs for achievement, affiliation, and power. This

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approach is concerned not about the ordering of needs but ratherabout the needs themselves. David McCleland first identified theneed for achievement, which reflects an individual's desire to dosomething more effectively than in the past. The need for power isthe desire to be influential in a group and to control one's

environment.

PROCESS-BASED APPROACHES TO MOTIVATION. These approaches to motivation are concerned with how motivation takesplace. They focus on why people choose certain behavioral options to fulfiltheir needs and how they evaluate their satisfaction after they have attainedtheir goals. Two useful process-based approaches are expectancy theory andequity theory.

Expectancy Theory. Expectancy theory suggests that motivation is based on howmuch we want something and how likely we think we are to get it.

The formal framework of expectancy theory was developed byVictor Vroom. This framework states basically that motivation pluseffort leads to performance, which then leads to outcomes.

 According to this theory, three conditions must be met for

individuals to exhibit motivated behavior:

o  effort-to-performance expectancy must be greater than zero;o  performance-to-outcome expectancy must also be greater than

zero; ando  the sum of the valances for all relevant outcomes must be greater

than zero.

Effort-to-performance expectancy is the individual's perception ofthe probability that effort will lead to high performance. This

expectancy ranges from 0 to 1, with 1 being a strong belief thateffort will lead to high performance.

Performance-to-outcome expectancy is the individual's perceptionthat performance will lead to a specific outcome. This expectancyranges from 0 to 1. A high performance-to-outcome expectancywould be 1 or close to it.

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Outcomes are consequences of behavior. An individual mayexperience a variety of outcomes in an organizational setting.Each outcome has an associated valance, which is an index ofhow much an individual desires a particular outcome. An outcomethat an individual wants has a positive valance. An outcome that

the individual does not want has a negative valance. When theindividual is indifferent to the outcome, the valance is zero.

Porter and Lawler extended the basic expectancy model bysuggesting that high performance may cause high satisfaction.When performance results in various extrinsic and intrinsicrewards, the individual evaluates the equity of these variousrewards relative to the effort expended and the level ofperformance attained. The individual is satisfied if the rewardsrelative to the effort expended and the level of performanceattained. The individual is satisfied if the rewards are felt to be fair.

Imp l ications for managers:

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Nadler and Lawler suggest how managers can applythe basic ideas of expectancy theory. Managersshould first determine the outcomes each employee islikely to want. Then they should decide what kindsand levels of performance are needed to meet

organizational goals, making sure that the desiredlevels of performance are attainable. Managers thenneed to ensure that desired outcomes and desiredperformance are linked. Finally, the rewards need tobe large enough, and the total system needs to beequitable.

Equity Theory. Equity theory, developed by J. Stacy Adams, suggests that oncean individual has chosen an action that is expected to satisfy hisor her needs, the individual assesses the equity or fairness of theoutcome. Equity is an individual's beliefs that he or she is beingtreated fairly relative to the treatment of others.

Three attitudes are possible: an individual may feel equitablyrewarded, underrewarded, or overrewarded. When individuals feelunderrewarded or overrewarded, they will do something to reduce

the inequity. The single most important thing to remember aboutequity theory is that if rewards are to motivate employees, theymust be perceived as being equitable and fair.

REINFORCEMENT-BASED APPROACHES TO MOTIVATION. These approaches to motivation explain the role of rewards as they causebehavior to change or remain the same. Behavior that results in rewardingconsequences is likely to be repeated. Expectancy theory and reinforcementtheory are similar in that both consider the processes by which an individual

chooses behaviors in a particular situation. However, expectancy theoryfocuses more on behavior choices, and reinforcement theory focuses more onthe consequences of those choices.

Reinforcement Contingencies. 

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Reinforcement contingencies are the possible outcomes that anindividual may experience as a result of his or her choice ofbehavior. There are four of these : positive reinforcement,avoidance, punishment, and extinction.

o  Positive reinforcement is a reward or a positive outcome after adesired behavior is performed; it serves to strengthen behavior.

o   Avoidance occurs when the individual chooses a behavior toavoid unpleasant consequences; it can strengthen desiredbehavior.

o  Punishment is unpleasant consequences used to weakenundesired behavior.

o  Extinction is ending undesired behavior by ignoring and notreinforcing it.

Providing Reinforcement There are four approaches to providing reinforcement.

o   A fixed-interval schedule provides reinforcement at fixed intervalsof time, regardless of behavior.

o   A variable-interval schedule provides reinforcement at varyingtime intervals.

o   A fixed-ration schedule gives reinforcement after a fixed numberof behaviors, regardless of the time that has elapsed between

behaviors.o   A variable-ration schedule varies the number of behaviors needed

for each reinforcement and is the most powerful schedule formaintaining desired behaviors.

OTHER APPROACHES TO MOTIVATION IN ORGANISATIONS. Goal Setting Theory. 

This approach suggests that managers and subordinates shouldset goals for the individual on a regular basis and that rewardsshould be tied to the accomplishment of goals. Research supportfor goal-setting theory is more consistently favorable than anyother single approach to employee motivation.

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The Japanese Approach To Motivation. The Japanese approach is not a theory or model but a philosophyof management. The basic tenet is that managers and workersshould come together as partners - as one group.

ENHANCING MOTIVATION IN ORGANISATIONS. Managers may influence motivation through the organization's rewardsystems, or they may adopt specific interventions derived from one or moretheories.

Organizational Reward Systems.

The organization's reward system is the basic structural

mechanism that an organization uses to motivate workers. Thereward system includes the formal and informal mechanisms bywhich employee performance is defined, evaluated, andrewarded. An organization's primary purpose in giving rewards isto influence employee behavior.

Effects of organizational reward s:

Organizational rewards can affect individual attitudes,behaviors, and motivation. Edward Lawler describes

four major generalizations about employee attitudestoward rewards.

o  Employee satisfaction is affected by comparison ofthe rewards they receive with those received byothers.

o  Employees often misperceive the rewards received byothers.

o  The system recognizes that different people havedifferent needs and choose different ways to satisfy

those needs.o  Performance-based systems:

Organizational reward systems have traditionallyeither a fixed salary or hourly rate system or anincentive system. Fixed rewards can be tied directly toperformance through merit pay systems, whereby

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people get different pay raises at the end of the year,depending on their overall job performance. Manyorganizations are experimenting with various kinds ofincentive systems, which attempt to rewardemployees in proportion to their accomplishments.

Four popular incentive systems include profit sharing,gain sharing, lump-sum bonuses, and pay forknowledge.

interventions for enhancing motivation.

Three motivational interventions are behavior modification, themodified workweek, and work redesign.

o  Behavior modification is a technique for applying the concepts of

reinforcement theory in organizational settings.o   A modified workweek can be any work schedule that does not

conform to a traditional eight-hours-a-day, five-days-a-weekdesign. Some alternatives include the compressed workweek,flexible work schedule, working at home and job sharing.

o  Changing the nature of people's jobs in being used as amotivational technique. Any of the alternatives to jobspecialization - job rotation, job enlargement, job enrichment, the

 job characteristics approach, autonomous work groups-could beused as part of a motivational program.