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Don’t assume that every employee reacts the same way to a given motivational driver.

Don’t take a “my way or the highway” attitude toward managing employees.

Do let employees take ownership responsibility for their jobs.

Don’t fail to address lack of motivation as soon as you see it.

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Applying Maslow’s theories in the workplace provides some insight into what motivates your employees. All employees express a basic concern for job security (the “safety” level of Maslow’s hierarchy). Once their need for job security is fulfilled, employees will then look for recognition and rewards for work well done (the “esteem” level). And if they feel both secure and recognized, they will be looking for job satisfaction (the “self-actualization” level), that is, the pleasure of growing within the job, the belief that the work is important to society, the sense that the work reflects the individual’s values and goals. If you want engaged, motivated employees, make sure that they feel confident in their jobs; let them know you appreciate their effort, especially when it has been extraordinary; and give them opportunities to learn and grow, to take on projects that would be meaningful (socially or personally) and that would put them closer to achieving their goals.

MOTIVATION ON THE JOB

In a recent study, described in the book The Enthusiastic Employee: How Companies Profit by Giving Workers What They Want (Wharton School Publishing, 2005), authors David Sirota, Louis A. Mischkind, and Michael Irwin Meltzer identify three goals sought by most workers. Employees want equity (specifically, fair pay, benefits, job security), achievement (that is, to be proud of their work and their accomplishments, and, by extension, praise, recognition, and growth on the job), and camaraderie (cordial relationships with coworkers).

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Outside the Box

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“IF YOU DON’T…”

It is remarkable what a difference wording can make.

Some managers naturally fall into using such phrases as “If you don’t get that report done…” or “If you don’t give me an answer today…” or “If you don’t comply with the company rules…”

The “If you don’t” phrase—often perceived as a threat instead of a request—is a universal turnoff. Next time, try turning the negative into a positive, as in, “I’d appreciate it if you could…” You’ll probably see a very different reaction.

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Behind the Numbers

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AN UNDERAPPRECIATED WORKFORCE

Employees aren’t adequately recognized or rewarded. Recent reports indicate that half of surveyed workers say they receive little or no credit, and almost two-thirds say management is much less likely to praise good work than to offer negative criticism when problems occur.

Research findings are based on surveys of about 1.2 million employees at 52 primarily Fortune 1000 companies from 2001 to 2004.

SOURCE: “Stop Demotivating Your Employees!” by David Sirota et al., Harvard Management Update (January 2006).

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None of these goals is particularly surprising in and of itself. After all, it is only common sense that workers desire fair pay, job security, and benefits. These basic needs, in fact, are represented in the “safety” level of Maslow’s hierarchy shown on page 7.

Similarly, it’s easy to understand that workers want to have good relationships with the colleagues with whom they spend so much time, or that they want to take pride in their work and accomplishments. It follows that, if employees feel good about what they do at work, they will be more motivated to come to work the next day and do their best.

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CASE FILE

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MOTIVATION CAN BE FUN

Having fun in the airline industry? It just didn’t seem possible until Herb Kelleher started Southwest Airlines.

Known for its corporate sense of humor, Southwest was long the major success story in an industry beset with bankruptcies. One of the reasons, says former CEO Kelleher, is the fun that management and employees have together. The airline is big on parties, often throwing award banquets to celebrate