Identifying Workplace Burnout

 

Burnout is a serious issue in modern workplaces, affecting a significant number of employees across a wide variety of different industries. Burnout is generally characterized by a state of emotional, physical, and mental exhaustion, most commonly caused by excessive and prolonged stress. And whether you think you're susceptible to stress or not, understanding the signs and implications of burnout is crucial for maintaining a healthy and productive work environment.

Understanding Burnout

Burnout can lead to negative feelings or cynicism towards work, reduced professional effectiveness, decreased work performance, and feelings of exhaustion or energy depletion. According to recent statistics, 89% of workers have experienced burnout within the past year, and 77% of employees have felt burnout at their current job. These figures only serve to further highlight just how widespread this issue really is - as well as the need for effective strategies to combat it.

Top 5 Signs of Burnout

Pessimism and Low Energy - Employees experiencing burnout often display a pessimistic outlook and low energy levels. In a lot of cases, this will manifest as a lack of enthusiasm and decreased motivation. For instance, they may start viewing their work and achievements negatively, which can lead to a sense of helplessness and hopelessness. This negativity not only affects their own performance but can also impact team morale. Meanwhile, the drop in energy levels makes it challenging for them to stay engaged and productive, leading to a " vicious cycle" of declining performance and increased frustration.

Feeling Incredibly Exhausted - Physical and emotional exhaustion is a hallmark of burnout. Employees may feel constantly tired and drained, even after getting plenty of rest. The problem is that this exhaustion goes beyond typical tiredness to the point that it can make even simple tasks seem overwhelming. Chronic fatigue can lead to increased absenteeism and a higher likelihood of mistakes and accidents. It also affects an individual's ability to recover from stress, making them more susceptible to further burnout.

Inability to Control Moods - Burnout can lead to mood swings and difficulty in managing emotions. Individuals may become irritable, anxious, or depressed, affecting their interactions with colleagues and overall workplace atmosphere. These mood changes can strain professional relationships and reduce the quality of teamwork and collaboration. In some cases, the sufferers might become outwardly hostile or volatile.

Loss of Perspective and Brain Fog - Cognitive symptoms of burnout include difficulty concentrating, making decisions, and retaining information. This "brain fog" can lead to a loss of perspective and hinder job performance. For example, employees might struggle to keep up with tasks, deadlines, and their responsibilities, which can cause a drop in the quality and quantity of their work. The inability to think clearly and make sound decisions can also lead to a lack of innovation and problem-solving abilities, affecting the productivity of the entire team

Lack of Internal Motivation - A significant drop in intrinsic motivation is another sign of burnout. Employees may struggle to find meaning or satisfaction in their work, leading to disengagement and reduced productivity. This lack of motivation can result in a passive approach to work, where individuals do the bare minimum to get by. Over time, this disengagement can lead to a decline in career satisfaction and growth, as well as increased turnover rates within the organization.

Addressing and Preventing Burnout

Burnout has severe implications for both employees and organizations. For starters, it can result in dramatically high turnover rates, with 40% of workers leaving their jobs due to burnout.  Additionally, 83% of Americans regularly deal with work-related stress, highlighting the need for effective interventions.

To mitigate this, both employees and employers can take proactive steps like the following:

• Promote Work-Life Balance - Encourage employees to maintain a healthy balance between work and personal life. Flexible work schedules and remote work options can go a long way toward achieving this. By allowing employees the flexibility to manage their time, employers can reduce stress and increase job satisfaction. Encouraging employees to take time off and disconnect from work during vacations and weekends is also essential in preventing burnout.
  
  
• Foster a Supportive Work Environment - Create a workplace culture that values open communication, mutual support, and recognition of employee achievements. A supportive environment can help employees feel valued and understood, reducing feelings of isolation and stress. Regular team meetings, feedback sessions, and social events can strengthen team bonds and create a sense of community.
  
  
• Provide Resources for Stress Management - It's a good idea to offer programs and resources that help employees manage stress, such as wellness programs, counseling services, and stress management workshops. Access to professional help and resources can better equip employees with the tools they need to cope with stress more effectively.
  
  
• Encourage Regular Breaks - Employers and managers should make sure that employees take regular breaks to recharge and avoid prolonged periods of intense work. Short breaks throughout the day can improve focus and productivity, while longer breaks, such as lunch hours and periodic days off, can help prevent exhaustion. Even simply encouraging employees to step away from their desks, take walks, or engage in other relaxing activities during breaks can significantly reduce stress levels.
  
  
• Monitor Workloads - It's a good idea to regularly review and adjust workloads to ensure that they are manageable and do not lead to excessive stress. Be attentive to the demands placed on employees and make necessary adjustments to prevent overload. In fact, studies show that implementing fair and transparent workload distribution practices can help balance the work among team members, reducing the risk of burnout. Regular check-ins and one-on-one meetings can also help managers identify signs of burnout early and address any concerns related to workload or job stress.

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10 Behaviors of Top Performing Employees

 

To excel in the workplace, adopting certain behaviors can significantly enhance performance and contribution to the team. With that in mind, let's discuss ten key behaviors that top-performing employees often exhibit, so you know what you need to do to become invincible in your career.

1. Be Accountable

Taking responsibility for your actions, especially when you make mistakes, is crucial to being seen as a top performer. This is because accountability fosters trust and reliability among colleagues and supervisors. By acknowledging errors and taking corrective actions, top-performing employees demonstrate their commitment to integrity and improvement. This behavior not only builds personal credibility but also encourages a culture of transparency and mutual respect within the team.

2. Be Solution-Oriented

Rather than just identifying problems, top performers focus on finding effective solutions. This proactive approach is essential for driving progress and innovation. Of course, solution-oriented employees don’t just highlight issues - they analyze them, propose actionable plans, and implement changes that lead to improvement. This mindset cultivates a forward-thinking environment where challenges are seen as opportunities for growth and development. By consistently seeking and providing solutions, top performers can play a crucial role in enhancing organizational efficiency and effectiveness.

3. Be a Team Player

A team player contributes to a positive and productive work environment, putting the team's goals first and collaborating effectively with colleagues. This is because top-performing employees understand that collective success outweighs individual achievements. For this reason, they participate in team activities, support their peers, and share knowledge and resources whenever possible. In turn, this collaborative spirit fosters a sense of unity and purpose, driving the team towards common objectives. .

4. Show Integrity

Top-performing employees set integrity standards among colleagues, ensuring trust and respect in the workplace. Integrity involves adhering to moral and ethical principles, and those who have it often
make decisions based on honesty and fairness, even when faced with difficult choices. By consistently demonstrating ethical behavior, they build a reputation for reliability and trustworthiness. This not only enhances organizational culture, but promotes a positive work environment where ethical practices are valued and upheld.

5. Be a Great Listener

As we've said many times before, effective communication starts with listening. By listening actively and giving appropriate feedback, top performers are able to dramatically enhance understanding and collaboration. if you don't know, active listening involves paying full attention to the speaker, understanding their message, and responding thoughtfully. Don't forget the last part, either! Providing constructive feedback further strengthens communication, enabling continuous improvement and fostering a culture of openness and mutual respect.

6. Be Open-Minded

Being open-minded simply means being receptive to new ideas and perspectives, thus fostering continuous learning and adaptability. Top performers embrace change and are willing to consider different viewpoints and approaches. This openness to new information not only drives innovation, but can help the organization stay competitive in a rapidly changing environment. By valuing diverse opinions and experiences, open-minded employees contribute to a culture of inclusivity and growth.

7. Demonstrate Humility

Humility involves recognizing one's own limitations while also taking time to show kindness to others. By helping colleagues, top performers are able to build the sort of strong, supportive relationships that benefit everyone concerned. Contrary to their cocky counterparts, humble employees are generally willing to learn from others and acknowledge their contributions. This allows them to help foster a collaborative environment where everyone feels valued and appreciated. By demonstrating humility, they create a positive workplace culture that encourages mutual support and collective success.

8. Be Productive

Top performers manage their time effectively and focus on delivering excellent results. In short: they produce
high-quality work consistently. To do this, they will often prioritize tasks based on their importance and urgency, ensuring that their efforts are aligned with organizational goals. By maintaining a high level of productivity, they contribute significantly to the company’s success and set a standard for their peers. More importantly, their consistent performance enhances overall efficiency and drives continuous improvement.

9. Be a Great Communicator

Effective communication is clear and direct, but never cruel. To be effective, you need to be honest and straightforward while maintaining respect and empathy. Top performers communicate openly, providing candid feedback while showing consideration for others' feelings. This approach builds trust and fosters a culture of transparency and accountability. In this way, they ensure that communication is both effective and respectful, promoting a healthy and productive work environment.

10. Never Stop Learning

Continuous learning and development are key to staying relevant and competitive. This is why top performers often take the time to invest in upskilling and reskilling to keep their knowledge and skills up-to-date. Whenever possible, they seek out opportunities for growth, be it through formal education, on-the-job training, or self-directed learning. This commitment to lifelong learning ensures that they remain adaptable and prepared for new challenges. By continuously expanding their expertise, they contribute to their own professional growth and the overall advancement of the organization.

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9 советов от Джоша Берсина для управления Employee Experience

 

Управление опытом сотрудников строится на давно известных и понятных HR-специалисту категориях: вовлечённости, мотивации, эффективности, развитии лидерских качеств и т. д. Но повседневные события на работе и внешние факторы, влияющие на благополучие сотрудника, складываются в опыт, который оказывает огромное влияние на результаты бизнеса. В пандемию это стало очевидно, как никогда ранее.

 

Эту проблему активно изучает1 один из ведущих мировых исследователей в области управления талантами Джош Берсин. Какие советы по управлению опытом сотрудников эксперт даёт руководителям и HRD компаний?

 

Почему аналитика опыта сотрудников приобрела такое значение?

Существует зависимость между опытом сотрудников и производительностью труда, поэтому на западе программы, направленные на улучшение опыта сотрудников, привлекают крупные инвестиции и внимание всё большего числа прогрессивных компаний. Опыт сотрудников – уже не просто тренд. Это скорее образ мышления, сформировавшийся во многом под влиянием пандемии.

 

«Большинство компаний убеждено, что COVID-19 – про цифровую трансформацию. Но я считаю, это звонок гигантского будильника о том, что сейчас не технологии, а опыт сотрудников (и клиентов) должны быть приоритетом каждого бизнеса в мире»,2 – отмечает Д. Берсин.

 

За прошедшие несколько лет были разработаны сотни новых технологических инструментов, которые помогают диагностировать и совершенствовать качество опыта сотрудников. Опросы, порталы, мобильные приложения и многие другие решения призваны измерять, анализировать и улучшать.

 

Но большинство компаний сейчас оказалось в ситуации, когда технологий слишком много, а времени катастрофически мало. По данным исследования ISG 59 % покупателей облачного софта не достигли тех бизнес-результатов, которых ожидали. Поэтому одна из главных задач топ-менеджмента сегодня – упрощать процесс взаимодействия сотрудников с технологиями. 

И хотя на тему опыта сотрудников написано немало книг и статей, настоящие методики улучшения опыта сотрудников только появляются. Делимся несколькими наиболее практикоприменимыми с точки зрения HR-специалистов Yva.ai рекомендациями по улучшению опыта сотрудников – от Джоша Берсина.

 

9 советов от Джоша Берсина по управлению эффективностью сотрудниками

 

Метод 1. Измените образ мышления

Пришло время сочувствия по отношению к сотрудникам. Наблюдайте за их состоянием, опрашивайте, интервьюируйте, проводите семинары. Сотрудники расскажут, какие ошибки видят в процессе работы и какие мелочи мешают им быть эффективными. 

 

Метод 2. Начните с общих важных моментов

Адаптация новых сотрудников, причины смены работы, частотность переездов. Найдите ситуации, в которых сотрудник остается один на один с проблемой. Если вы, как компания будете помогать людям переживать эти сложности, это повысит вовлечённость и результативность их труда.

 

Метод 3. Сотрудничайте с IT и финансами

Ни одна из перечисленных в предыдущем пункте проблем не связана только с HR. Думая о том, как изменить условия работы сотрудников, включите в решение сферу финансов и IT.

 

Метод 4. Практикуйте совместную работу

Невозможно улучшить опыт сотрудников без их участия. Мы должны работать с ними, чтобы исправить устаревшие и неправильные процессы, разработать новые системы и облегчить работу команды. 

 

Метод 5. Изучите новые инструменты

Платформы ERP и HCM3 могут положительно сказаться на бизнес-процессах компании, но никак не улучшить качество обслуживания сотрудников. Рассмотрите инструменты, главной целью которых является польза для людей компании. 

 

Метод 6. Упрощайте процессы там, где это возможно

В бизнесе мы склонны слишком усложнять, но компания растёт и меняется. Простые бизнес-процессы легко масштабировать, трансформировать и ориентировать на качественную работу компании. 

 

Метод 7. Делите сотрудников на релевантные группы

Мы не можем одновременно улучшать опыт всех сотрудников, особенно, если решаем проблемы каждого из них по отдельности. Но разделение команды на сегменты даёт возможность сперва позаботиться о том, что важно для целых групп: о методах работы с персоналом, об облачной инфраструктуре и т. д. После этого можно переходить к конкретным стратегиям для наиболее важных сотрудников или лидеров мнений.

 

Метод 8. Станьте бизнес-консультантом внутри компании

Некоторые западные компании делают основой своей стратегии клиента и сотрудника, а не иерархию. Southwest Airlines строит опыт своих сотрудников вокруг самолета и экипажа. UPS строит большую часть своей деятельности вокруг водителя и распределительного центра. Розничные банки часто строятся вокруг розничного отделения. Такой подход позволяет сосредоточиться на реальных проблемах, которые необходимо решить.

 

Метод 9. Волшебная уборка по методу Мари Кондо

В книге «Магическая уборка. Японское искусство наведения порядка дома и в жизни» писательница Мари Кондо советует: если что-то находится в глубине шкафа, просто выньте это, поблагодарите за службу и отдайте. Процесс непрерывного очищения – то, что обязательно нужно делать в HR. Что это значит на практике?

 

•  Избегайте системных проектов без фокуса

Часто встречаются ситуации, когда компания внедряет новую систему, потому что у нее слишком много систем, и не все они интегрированы. Процесс ради процесса всегда заканчивается разочарованием. Сотрудники хотят простой и понятный процесс работы, единое рабочее пространство, от которого не рябит в глазах. 

 

•  Останавливайтесь, что посмотреть со стороны

Однажды компания Coca-Cola обнаружила, что заказ новой кредитной карты для сотрудника состоит из 52 этапов. Изначально все эти шаги были верными, но в итоге привели к колоссальной потере времени команды. Реорганизация процесса позволила сэкономить миллион часов рабочего времени в год.

 

•  Уделяйте время адаптации сотрудников

 

Самый высокий процент увольнения сотрудников приходится на первый год их работы, поскольку в их адаптации нет ни последовательности, ни вовлечения, ни стратегии. Первая неделя на новой работе всегда даётся очень тяжело. Для улучшения опыта сотрудников с первых дней работы в компании важно сделать процесс адаптации чётким, насыщенным и положительным.

 

•  Используйте возможности HR-аналитики

 

Что сотрудники делают в рабочее время? Сколько ресурсов нужно, чтобы что-то сделать? С кем общаются люди и в каком тоне? Умная опросная система поможет проанализировать обратную связь сотрудников и сделать сотрудников вашими союзниками.

 

Крупные компании часто используют организационно-сетевую аналитику (ONA) – визуализацию того, как коммуникации, информация и решения проходят по организации.

Опыт ваших клиентов напрямую зависит от опыта ваших сотрудников

 

Вы много делаете для ваших клиентов. Составляете roadmap, сегментируете целевую аудиторию, настраиваете микротаргетинг, изучаете путь клиента и его поведение на ваших маркетинговых ресурсах. Вы все делаете правильно: эти методы маркетинга и управления продуктами хорошо себя зарекомендовали. Но эти усилия сведутся в ничто, если вовлечённость ваших сотрудников стремится к нулю и они не заинтересованы в достижении стратегических целей компании, потому что их собственный опыт далёк от благополучного.

 

Качество обслуживания клиентов напрямую зависит от опыта сотрудников. Каждый раз, когда мы улучшаем жизнь сотрудников, мы лучше обслуживаем клиентов. Эта мысль поможет принять заботу о людях как не менее, а может быть даже и более ценное вложение средств в развитие вашей компании.

Автор Yva.ai

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An Overview of Employee Motivation (Part 3): Methods and Manners of Motivating Employees

We have examined the older, more traditional theories and approaches to motivation, and the newer, more modern approaches to motivating employees in the workplace. In the last of this series on employee motivation we will explore ways to actively motivate employees that have been proven to work – because, well, they get employees to work.

Important Factors to Encourage Motivation

These are some of the contextual factors in the workplace that many employees find motivating.

• Management and leadership actions that empower employees
• Transparent and regular communication about factors important to employees
• Treating employees with respect and dignity
• Ensuring regular employee recognition
• Feedback and coaching from managers and leaders
• Above industry-average benefits and compensation
• Providing employee perks and company activities
• Positively managing employees within a success framework of goals, measurements, and clear expectations

Employee motivation in essence describes an employee’s intrinsic enthusiasm about work and their drive to accomplish work. As mentioned in previous posts in this series every employee is motivated about something in his or her life. Motivating employees about work is the combination of fulfilling the employee’s needs and expectations from work, and workplace factors that enable employee motivation – or not. These variables make motivating employees quite challenging. Information about motivating employees (people who work) is readily available (its literally everywhere), but it’s hard to apply and implement the ideas in many workplaces. Too many workplaces still act as if the employee should simply be grateful to have a job. Managers are sometimes on power trips, and employee policies and procedures are often formulated based on the assumption that managers can’t trust employees to do the right thing.

Communication is often not transparent and there are usually secret messages or hidden agendas; hence motivating employees in this work environment is quite tough, if not impossible.

Fortunately, most work environments are not this extreme. They each have their own set of problems, but managers appreciate and recognise that motivating employees will bring positive results for the organisation. These ten tips about motivating employees provide a basic understanding of employee motivation, and they also target key areas for success in motivating employees.

Ten Tips for Motivating Employees

Below are some tips about employee motivation and creating a work environment for motivating employees. This is the bottom line for motivating  employees.

• One can’t motivate another person, one can only provide an environment at work that is conducive to and supportive of employees choosing to become motivated about issues related to work. One’s actions in the workplace either encourage motivated behaviour or they discourage employee motivation. In some workplaces, company policies and management behaviour actually stifle and squelch motivation. Actions and activities in the workplace that provide an environment supportive of motivating employees don’t have to be expensive. They don’t need to involve company financed events or company sponsored parties, gifts, or monetary awards. Activities and recognition that cost money are welcomed by employees as part of the motivation mix, but their impact on motivating employees is short term and will not over-ride the consequences of how people feel treated everyday in the workplace.
• Much of the workplace environment that encourages employee motivation involves management time and commitment: genuine interest and caring, employee-oriented policies and procedures, and attention from both senior managers and line managers are all appreciated and valued by most people.
• Clear direction plays a major role in motivating employees. When research is conducted about what supervisory behaviour makes a manager a ‘bad boss’, the lack of clear direction ranks first consistently. Employees want to know exactly what leaders and managers expect from them. When they have the reassurance of clear direction, motivating employees becomes easier because employers and employees have created a framework for their expected performance.
• Motivation is prevalent in workplaces where people are treated as valued human beings. Trust, respect, civil conversation, and listening prevail in a workplace that fosters employee motivation.
• Employee motivation is a constant challenge, as what motivates one employee is possibly not motivating for another. Research indicates that while treating employees nicely is a factor in motivation and happy employees are also a factor in employee motivation, more is needed for a successful organisation. After all, a workplace of happy employees is great, but it doesn’t guarantee quality products delivered on time, delighted customers, or profitability – all essential to providing those happy employees with jobs. Factors such as demanding goals, success measurements, and critical feedback ensure the organisation’s success.
• Actively solicit information from the employees and from your coworkers about what motivates them. Employees know what they find motivating and they can tell employers if they ask. Following through on the information given is key as employees test employers constantly to see if their word is good. If asked, people expect to see something changed as a result of their response.If it doesn’t change, and employers don’t tell them why, they risk wasting all of their efforts in motivating employees. Responding to employee needs and complaints is key to ensuring employees are motivated.
• Lastly motivation at work is a choice employees make. No matter how hard managers try or how supportive company policies are, there is a bottom line for motivating employees. Employees choose to exhibit motivated behaviour at work, and ultimately are in charge of motivating themselves.

Motivation through ROWE

A Results-Only Work Environment (or ROWE) is a management strategy where employees are evaluated on performance, not presence. In a ROWE, people focus on results and only results – increasing the organisation’s performance and effectiveness while creating the right climate and culture for people to manage all the demands in their lives – including work.

With ROWE:

• Teamwork, morale and engagement soar, which leads to fewer workers feeling overworked, stressed out or guilty.
• People are where they need to be, when they need to be – there is no need for schedules.
• There is diminished judgment on how people spend their time, so people at all levels stop wasting the company’s time and money.

ROWE recognises that life is an individual experience and that no two lives are identical — and leverages this to achieve better performance from each individual. ROWE is not Flexitime, telecommuting, job‐sharing, or allowing employees to work from home a couple of days per week. In a Results-Only system, employees and volunteers can do whatever they want whenever they want, as long as the work gets done. Employees are more motivated by the autonomy and personal accountability which results in healthier, more productive employees who see their work as part of a more holistic life.
ROWE for Business

Successfully adopting a Results‐Only Work Environment will position the company to attract and retain talent that will show up energised, disciplined, flexible and focused, and essentially ready to deliver all results necessary to drive the business. A ROWE workforce is more efficient, productive and loyal to the organisation while also feeling satisfied, fulfilled, and in control of their personal and professional lives. A Results-Only Work Environment is all about productivity (usually), but more importantly, the workforce will respond to the business as if it were their own, and can diminish time-wasting monitoring of employees by superiors – who need to do their own job.

ROWE business results:

• Increased productivity and efficiency
• Talent retention and attraction
• Optimization of space and resources
• Elimination of wasteful processes

Concluding remarks

One could infer that regular and continual motivating of employees can be beneficial to all levels of system within an organisation; and can lead to less time-wastage and a more productive and innovative workplace. However, one must remain cognisant of the manner in which motivational techniques are presented, utilised and implemented; and moreover should remain abreast of the latest trends and methods of best motivating employees to be engaged, happy and productive. Notably since healthy, motivated and engaged employees boost performance and essentially bolster organisational effectiveness.

References:

• Adams, J. S. (1965). Inequity in social exchange. In L. Berkowitz (ed.), Advances in experimental social psychology. New York: Academic Press.
• Bedeian, A. G. (1993). Management (3rd ed.). New York: Dryden Press.
• Bowen, B. E., & Radhakrishna, R. B. (1991). Job satisfaction of agricultural education faculty: A constant phenomena. Journal of Agricultural Education, 32 (2). 16-22.
• Buford, J. A., Jr., Bedeian, A. G., & Lindner, J. R. (1995). Management in Extension (3rd ed.). Columbus, Ohio: Ohio State University Extension.
• Buford, J. A., Jr. (1990). Extension management in the information age. Journal of Extension, 28 (1).
• Buford, J. A., Jr. (1993). Be your own boss. Journal of Extension, 31 (1).
• Chesney, C. E. (1992). Work force 2000: is Extension agriculture ready? Journal of Extension, 30 (2).
• Conlin, M. (2010) Smashing the Clock. Bloomberg Business Week. October, 2010. [Accessed 19thDecember: http://www.businessweek.com/stories/2006-12-10/smashing-the-clock ]
• Harpaz, I. (1990). The importance of work goals: an international perspective. Journal of International Business Studies, 21. 75-93.
• Herzberg, F., Mausner, B., & Snyderman, B. B. (1959). The motivation to work. New York: John Wiley & Sons.
• Higgins, J. M. (1994). The management challenge (2nd ed.). New York: Macmillan.
• Huffington Post. (2013) Is ROWE The Future Of Work? Or An Unworkable Fantasy? [Accessed 19 December 2013: http://www.huffingtonpost.com/2013/04/15/rowe-future-work_n_3084426.html]
• Kovach, K. A. (1987). What motivates employees? Workers and supervisors give different answers.Business Horizons, 30. 58-65.
• Kreitner, R. (1995). Management (6th ed.). Boston: Houghton Mifflin Company.
• Maslow, A. H. (1943). A theory of human motivation. Psychological Review, July 1943. 370-396.
• Pink, D. (2009). Drive: The Surprising Truth About What Motivates Us, Rivergate Books
• Skinner, B. F. (1953). Science and Human Behavior. New York: Free Press.
• Smith, G. P. (1994). Motivation. In W. Tracey (ed.), Human resources management and development handbook (2nd ed.).
• Smith, K. L. (1990). The future of leaders in Extension. Journal of Extension, 28 (1).
• Terpstra, D. E. (1979). Theories of motivation: borrowing the best. Personnel Journal, 58. 376.
• Vroom, V. H. (1964). Work and motivation. New York: Wiley

http://www.worldsviewacademy.com

An Overview of Employee Motivation (Part 2): A Modern Look at Motivating Employees

Following on from the last blog post where I presented some of the traditional, ‘old school’ theories around motivation, we can now delve into some more recent thinking around motivating employees in the workplace.

Firstly, let’s look at Daniel Pink’s ‘third drive’ approach to motivating employees:

The Third Drive

Scientists have long known that two main drives truly power human behaviour – the biological drive including hunger, thirst and sex, and the reward-punishment drive already discussed in my previous article. However in 1949, Harry F. Harlow, professor of Psychology at the University of Wisconsin, argued for a third drive – intrinsic motivation – the joy of the task itself.

His theory was based on studies of primate behaviour when solving puzzles. Harlow found that when presented with a puzzle, monkeys seemed to enjoy solving the puzzles without the presence or expectation of rewards. He found these monkeys, driven by intrinsic motivation, solved the puzzles quicker and more accurately than monkeys who received food rewards. Edward Deci, a university psychology graduate student, went on to replicate these findings with human beings in 1969, concluding that human beings have an “inherent tendency to seek out novelty and challenges, to extend and exercise their capabilities, to explore, and to learn.” (Pink, 2009, 8) This essentially means that motivating employees is actually about motivating them, and not all about merely throwing money at them!

Why the Carrot-and-Stick Approach Doesn’t Always Work

The ‘carrot-and-stick approach’ worked well for typical tasks of the early 20th century – routine, unchallenging and highly controlled. For these tasks, where the process is straightforward and lateral thinking is not required, rewards (the carrots) can provide a small motivational boost without any harmful side effects. But jobs in the 21st century have changed dramatically; they have become more complex, more interesting and more self-directed, and this is where the carrot-and-stick (rewards and punishment) approach has really become unstuck. Pink demonstrates that with the complex and more creative style of modern jobs, traditional rewards can actually lead to less of what is wanted and more of what is not wanted.

He provides ample evidence to support the notion that this traditional approach can result in:

• Diminished intrinsic motivation (lowered third drive);
• Lower performance;
• Less creativity;
• ‘Crowding out’ of good behaviour;
• Unethical behaviour;
• Addictions; and
• Short-term thinking

A New Theory of Motivation

Daniel Pink proposes that businesses should adopt a revised approach to motivation which fits more closely with modern jobs and businesses, one based on self-determination theory (or SDT). SDT proposes that human beings have an innate drive to be autonomous, self-determined and connected to one another, and that when that drive is liberated, people achieve more and live richer lives. Organisations should focus on these drives when managing their human capital by creating settings which focus on our innate need to direct our own lives (autonomy), to learn and create new things (mastery), and to do better by ourselves and our world (purpose). This forms part of the holistic view of employee engagement, but does not directly inform how employee engagement is enacted and ensured throughout an organisation.

Below are a few initiatives that fit with Pink’s revised motivation theory which will assist an organisation to motivate its employees in the correct way:

Autonomy – provide employees with autonomy over some (or all) of the four main aspects of work:

• When they do it (time) – Consider switching to a ROWE (results-only work environment) which focuses more on the output (result) rather than the time/schedule, allowing employees to have flexibility over when they complete tasks. (this is expanded upon below)

• How they do it (technique) – Avoid dictating how employees should complete their tasks. Provide initial guidance and then allow them to tackle the project in the way they see fit rather than having to follow a strict procedure.

• Whom they do it with (team) – Although this can be the hardest form of autonomy to embrace, allow employees some choice over who they work with. If it would be inappropriate to involve them in the recruitment/selection process, instead allow employees to work on open-source projects where they have the ability to assemble their own teams.

• What they do (task) – Allow employees to have regular ‘creative’ days where they can work on any project/problem they wish – there is empirical evidence which shows that many new initiatives are often generated during this ‘creative free time’.

Mastery – allow employees to become better at something that matters to them:

• Provide “Goldilocks tasks” – Daniel Pink uses the term ‘Goldilocks tasks’ to describe those tasks which are neither overly difficult nor overly simple – these tasks allow employees to extend themselves and develop their skills further. The risk of providing tasks that fall short of an employee’s capabilities is boredom, and the risk of providing tasks that exceed their capabilities is anxiety.

• Create an environment where mastery is possible – to foster an environment of learning and development, four essentials are required – autonomy, clear goals, immediate feedback and Goldilocks tasks.

Purpose – take steps to fulfil employees’ natural desire to contribute to a cause greater and more enduring than themselves:

• Communicate the purpose – make sure employees know and understand the organisation’s purpose goals not just its profit goals. Employees, who understand the purpose and vision of their organisation and how their individual roles contribute to this purpose, are more likely to be satisfied in their work.

• Place equal emphasis on purpose maximisation as profit maximisation – research shows that the attainment of profit goals has no impact on a person’s well-being and actually contributes to their ill-being. Organisational and individual goals should focus on purpose as well as profit. Many successful companies are now using profit as the catalyst to pursuing purpose, rather than the objective.

• Use purpose-oriented words – talk about the organisation as a united team by using words such as ‘us’ and ‘we’, this will inspire employees to talk about the organisation in the same way and feel a part of the greater organisational cause.

The Main Role of Employee Motivation
Motivated employees are needed in modern rapidly changing workplaces. Motivated employees help organisations survive and progress, and are generally more dynamic and productive. To be effective, managers need to understand what motivates employees within the context of the roles they perform. Of all the functions a manager performs, motivating employees is arguably the most complex. This is due, in part, to the fact that what motivates employees changes constantly. For example, research suggests that as employees’ income increases, money becomes less of a motivator. Also, as employees get older, interesting work becomes more of a motivator.

In the next article we’ll explore the methods that enable and engender motivation amongst employees, and examine how old and new approaches to motivation could actually be the foundation of employee engagement and employee retention – which ultimately ensure improved organisational performance.

References:

• Adams, J. S. (1965). Inequity in social exchange. In L. Berkowitz (ed.), Advances in experimental social psychology. New York: Academic Press.
• Bedeian, A. G. (1993). Management (3rd ed.). New York: Dryden Press.
• Bowen, B. E., & Radhakrishna, R. B. (1991). Job satisfaction of agricultural education faculty: A constant phenomena. Journal of Agricultural Education, 32 (2). 16-22.
• Buford, J. A., Jr., Bedeian, A. G., & Lindner, J. R. (1995). Management in Extension (3rd ed.). Columbus, Ohio: Ohio State University Extension.
• Buford, J. A., Jr. (1990). Extension management in the information age. Journal of Extension, 28 (1).
• Buford, J. A., Jr. (1993). Be your own boss. Journal of Extension, 31 (1).
• Chesney, C. E. (1992). Work force 2000: is Extension agriculture ready? Journal of Extension, 30 (2).
• Conlin, M. (2010) Smashing the Clock. Bloomberg Business Week. October, 2010. [Accessed 19thDecember: http://www.businessweek.com/stories/2006-12-10/smashing-the-clock ]
• Harpaz, I. (1990). The importance of work goals: an international perspective. Journal of International Business Studies, 21. 75-93.
• Herzberg, F., Mausner, B., & Snyderman, B. B. (1959). The motivation to work. New York: John Wiley & Sons.
• Higgins, J. M. (1994). The management challenge (2nd ed.). New York: Macmillan.
• Huffington Post. (2013) Is ROWE The Future Of Work? Or An Unworkable Fantasy? [Accessed 19 December 2013: http://www.huffingtonpost.com/2013/04/15/rowe-future-work_n_3084426.html]
• Kovach, K. A. (1987). What motivates employees? Workers and supervisors give different answers.Business Horizons, 30. 58-65.
• Kreitner, R. (1995). Management (6th ed.). Boston: Houghton Mifflin Company.
• Maslow, A. H. (1943). A theory of human motivation. Psychological Review, July 1943. 370-396.
• Pink, D. (2009). Drive: The Surprising Truth About What Motivates Us, Rivergate Books
• Skinner, B. F. (1953). Science and Human Behavior. New York: Free Press.
• Smith, G. P. (1994). Motivation. In W. Tracey (ed.), Human resources management and development handbook (2nd ed.).
• Smith, K. L. (1990). The future of leaders in Extension. Journal of Extension, 28 (1).
• Terpstra, D. E. (1979). Theories of motivation: borrowing the best. Personnel Journal, 58. 376.
• Vroom, V. H. (1964). Work and motivation. New York: Wiley