Motivation is often seen as the magic bullet for fixing underperformance, but it’s frequently misunderstood and misused in many organizations. It’s important to understand that motivation involves a complex mix of intrinsic (internal) and extrinsic (external) factors, and a one-size-fits-all approach can backfire. Misinterpreting what truly drives employee motivation can lead to significant problems, hurting productivity, engagement, and overall success.
Why Understanding Motivation Matters
Getting motivation right is key to boosting employee performance, satisfaction, and keeping good people around. When organizations get it wrong, they risk creating a disengaged workforce and a culture where underperformance is the norm, ultimately missing their goals. Truly understanding what motivates employees allows for strategies that cater to their needs and ambitions, leading to sustainable improvements.
The Quick Fix Myth
A big myth is that a quick motivational speech or a bonus can fix poor performance. These might give a short-term boost but often miss the deeper issues. If an employee is consistently underperforming, blaming it all on a lack of motivation is way too simple.
Take a sales rep who keeps missing targets. Instead of looking at ineffective sales strategies, poor product knowledge, or tough market conditions, the manager might just try to “motivate” the employee with a higher commission or public praise. This approach misses the root causes and fails to offer the support needed for real improvement.
Or think about a customer service rep getting negative feedback. Instead of addressing training needs, improving customer service protocols, or managing workload issues, the manager might just tell the employee to “try harder.” This can lead to frustration and disengagement because the employee isn’t getting the tools or support to succeed.
Why Motivation Gets Misunderstood
There are a few reasons why motivation is often misunderstood:
- Overreliance on Extrinsic Rewards: Many companies think financial incentives like bonuses and raises are the main drivers of motivation. While these can help in the short term, they’re not enough for lasting engagement and performance.
Wells Fargo is a good example. The bank set aggressive sales targets and offered bonuses for opening new accounts. This led to unethical behavior, like creating millions of unauthorized accounts, resulting in hefty fines and a huge loss of customer trust.
- Ignoring Intrinsic Motivation: Things like job satisfaction, personal growth, and a sense of purpose are often overlooked. Employees are more engaged and productive when their work is meaningful and aligns with their values.
Look at Google. They have a “20% time” policy, letting employees spend 20% of their time on projects they’re passionate about. This led to successful products like Gmail and Google News, showing the power of intrinsic motivation.
- Inadequate Training and Development: Not providing employees with the skills and knowledge they need can lead to frustration and disengagement, making it hard for them to meet performance expectations.
- Lack of Clear Expectations and Feedback: Employees need to know their roles, responsibilities, and performance metrics. Without clear expectations and regular feedback, they can feel lost and demotivated.
General Electric (GE) under Jack Welch had a rigorous performance management system that categorized employees into top, middle, and bottom tiers. While it aimed to reward high performers, it also created a high-pressure environment that sometimes led to fear instead of genuine motivation.
- Insufficient Recognition and Support: Real, specific recognition is crucial for reinforcing positive behaviors and achievements. A lack of recognition can make employees feel undervalued and demotivated.
Strategies to Get Motivation Right
To fix underperformance and build a motivated workforce, organizations need a comprehensive approach:
- Clear Expectations: Make sure employees know their roles, responsibilities, and performance metrics. Clear expectations give direction and purpose.
- Adequate Training and Development: Provide the skills and knowledge employees need to succeed. Continuous learning opportunities can boost job satisfaction and performance.
- Supportive Work Environment: Create a culture of collaboration, open communication, and recognition. A supportive environment encourages employees to take initiative and do their best.
Take Amazon, for example. Despite its success, Amazon has faced criticism for its demanding work culture, with reports of long hours and high stress. This intense environment has led to high turnover rates and public scrutiny, highlighting the need to balance high performance expectations with support for employees’ well-being.
- Performance Management System: Implement a structured process for setting goals, giving feedback, and measuring performance. Regular reviews and constructive feedback help employees stay on track and improve.
- Genuine Recognition and Reward: Recognize and reward employees in a genuine and specific way. Timely recognition aligned with individual contributions boosts morale.
- Work-Life Balance: Promote a healthy work-life balance to prevent burnout and maintain long-term productivity. Employees who feel supported in balancing their personal and professional lives are more likely to stay engaged and motivated.
Wrapping Up
Getting motivation right is crucial for any organization aiming for success. By learning from real-world examples, companies can avoid the common pitfalls of misunderstanding motivation. Remember, motivation is complex and involves more than just financial incentives. By adopting a holistic approach that includes clear expectations, training, support, recognition, and work-life balance, organizations can create a more engaged, productive, and loyal workforce.
Remember: It’s not about fixing your employees; it’s about fixing the workplace.
References
- National Public Radio. (2016). Wells Fargo Fined $185 Million For Fraudulently Opening Accounts.
- Forbes. (2019). The Wells Fargo Scandal: The Collapse of Corporate Ethics and Integrity.
- Business Insider. (2019). Google’s ‘20% Time’ Policy.
- Harvard Business Review. (2001). The GE Talent Machine: The Making of a CEO.
- The New York Times. (2015). Inside Amazon: Wrestling Big Ideas in a Bruising Workplace.
