These are different times and front running organizations know that
the old autocratic form of managing is not only unjust, but entirely
inappropriate. Today, good management is one that recognizes the
true value of each human contribution.
While the news of this shift is good, the transfer of these values can be
complex. Increasingly management styles tend to be more team
directed, yet organizations worry that their best minds are being lured
away or fear labour disruption. Their response is to increase the perks
being offered to employees.
What's missing? The actual intellectual potential of employees is being
left untapped. Organizations, are resorting to band-aid solutions with
a slew of incentive programs.
These range from bonuses for production and attendance, to share
incentives, exercise rooms, special dinners, shopping trips, coupons,
special events, golf weeks, raffles and conferences all in an attempt to
maintain stability.
The business book market offers a wide buffet of solutions to
organizational difficulties with hugely seductive claims. And yet, none
thinks to explore what researchers have been pushing organizations to
address for decades --- the innate intrinsic motivation of individuals.
In its most basic form, intrinsic motivation allows us simply to enjoy
our work. Rather than, as in extrinsic motivation, for the tangible
reward it might bring us.
Studies demonstrate we are more apt to persevere, work harder and
produce higher quality work when our levels of intrinsic motivation
have been triggered. The result is real progress without resorting to
excessive bells and whistles.
It's both simple and cost effective.
The intrinsically motivated individual is creative. This means being
able to communicate ideas, while thinking through ways to improve a
variety of work related issues. This individual wants to problem solve,
and desires positive change. Remarkably, ego is not part of this
person's make-up, only the desire to find satisfaction in the work itself.
Yet, not every task or job can be interesting. But, if the work
environment becomes directed toward creating a place for intrinsic
motivation, each intrinsically motivated individual will find ways to
make often surprising contributions.
Nor should it be forgotten, that most of us are intrinsically motivated
to some degree. The priority should be in ensuring that such
enthusiasm is not nullified by restrictive managing procedures. Too
many of our skills are under utilised. Skills that range from technical
expertise to human development.
To create an intrinsically motivated environment, hiring practices need
to shift to include questions that draw these qualities out of
candidates.
More than this though, is the importance of committing to a new work
environment at every level in the organization.
The benefits far outweigh the difficulties of implementing such an
environment. Surely, this is more cost effective than the scramble to
invent yet more perks to cajole employees to stay or to remain quiet.
By drawing on the intellectual resources of employees already in the
workplace, and assuring new hires meet this challenge, the
organization may find itself a leader in productivity, quality, and
human resources. An example others are surely going to want to
follow. With work so much a part of our existence -- rewarding work
is an ever enticing motivator.
