How do you motivate employees? The traditional solution to this question has generally revolved around two kinds of motivation: intrinsic and extrinsic. The employee who's intrinsically motivated is somebody that experiences the joy of being employed as its very own reward. These personnel are consistently on time, meet and usually exceed expectations, and give rise to a higher company morale.
The employee that is extrinsically motivated is somebody who could be interested in working with a particular business because of factors outside themselves, including money, time off work, promotions, or recognition. These employees are not as likely to create a substantial contribution towards the organization as their first interest is themselves.
The issues of human motivation are more complex. We have looked more carefully in to the notions of intrinsic and extrinsic motivation and identified two underlying reasons for motivation that drive people: One way to obtain motivation takes place when an individual perceives a genuine, imagined, or anticipated decrease of love, safety, control, positive regard, certainty or well-being. Any of the losses, real or imagined, will trigger automatic pre-programmed thoughts, mannerisms, and behaviors called coping mechanisms.
Coping mechanisms make form of flight, fight, freeze, or appease behaviors, and result in employees that are extrinsically motivated. So is it really "money" that motivates employees or possibly it what money represents compared to that individual. For some people "money" represents security. For others it represents certainty (being paid around the to begin each month), to others it represents positive regard, while there are people who associate "money" with being loved. This supply of motivation is rooted in states of consciousness we refer to as the auto-protective state.
The other source of motivation occurs there is an internal drive for self-expression, a want to spiritually evolve, learn, grow, contribute, love, and experience greater joy, along with a pursuit of active mastery. These drives are the underlying forces of intrinsic motivation and therefore are rooted in a state of consciousness we refer to as the authentic state.
Daniel Pink, author of "A Whole New Mind" says how the three sources of intrinsic motivation are: Autonomy (people are looking for treatments for their work lives); Mastery (people would like to get better at what they do); and Purpose (people desire to be section of something is greater compared to they are.) These three drives exist inside the authentic state of consciousness.
The real question is: Can you re-train employees who may have many years of living their lives driven by extrinsic motivation to shift to an intrinsic orientation? These can be accomplished by the nature in the corporate environment an innovator creates.
check out this site with a compelling vision, strongly held and demonstrated core values, as well as an power to effectively communicate the vision, values, and intentions in a inspiring way will become a magnetic force attracting and motivating employees whose own vision will be part of a team of people concentrating on the same values and dedication.
The secret to motivating employees is usually to determine what truly motivates individuals. Contrary to prior belief it's not money, praise, or perks. It is how these symbols are represented in the employee's brain.
It isn't doubt that the best and a lot effective way to motivate employees is always to enable them to gain an appreciation in the two reasons for motivation that drive them, the auto protective state and the authentic state. Every person has access to both states of consciousness. The key is to motivate employees by helping them understand how to obtain either of the states.
In today's work place where unemployment rates are above before, tons of employment opportunities gets to be a primary driver or source of motivation for many individuals in today's market.
One great example is really a corporate client who's learned that giving employees the ability to possess a voice regarding operational practices, articulation in the core values, and helping other employees comply with those values, a shift has occurred within the mindset of most employees who only few months prior were complaining about pay cuts.
Have you ever noticed that sometimes the matter that people say they need is not the things they want? Six months ago there have been 100 plus employees who were spending much of their time complaining to one another about pay cuts, feeling uninspired, disenfranchised, and basically powerless.
The rightful implementation of your process which involved having facilitated meetings in which employees could address their concerns. Some of the items brought up had to do with their work environment, much like the leaky faucets within the bathrooms, or safety hazards inside plant. Some concerns addressed the outdated equipment that made their jobs harder, although still were unsatisfied with issues regarding money.
As leaders of these breakout groups took notes and something by one responded on the employees' concerns, a shift begun to happen regarding morale. Noticed the noise level about pay cuts had reduced dramatically, productivity and morale improved.
What motivated these employees to shift their focus from pay cuts to productivity? They were given a voice. They had input to improving their conditions, these folks were very simply: empowered. Having their pay recinded without discussion rendered many feeling powerless. As leaders answered employees' input and implemented the suggestions these employees who six months prior felt powerless now were empowered. Empowerment is the key to motivating employees.