When it comes to motivating employees, one size does not fit all. For some people, the thrill of competition for hitting or exceeding key metrics, like number of sales per quarter, gets them excited. For others, discovering the best way to complete a given task, such as finding the most efficient solution for cold calling, might be a source of inspiration. No matter how it happens, employers recognize that maintaining employee motivation is key for sustaining success – especially in hybrid and remote work environments.
Before launching new programs aimed at motivating a workforce, it’s important to first understand the nature and types of motivations that exist. Then, tailor those available options to meet the unique needs of each employee.
Why is Motivation Essential?
Obviously, employing and supporting a motivated workforce should be a priority for all organizations. However, the effects of the COVID-19 pandemic have shown us just how valuable it is to have a varied approach to motivation.
For example, a recent survey from Jostle of 400 employees who shifted to remote work in the past year revealed that a whopping 83 percent of individuals reported feeling disconnected from their workplace culture. While productivity may not have dipped in the short term, the fact that a majority of respondents also noted feeling less supported by managers during this time makes it clear that these results in output are not sustainable over the long-term.
As the way we work changes, so too must the way that managers motivate their teams. As organizations embrace a hybrid approach to work, combining virtual and in-person elements, it’s time to look at motivational practices in the same way.
To get to the heart of the motivation question, here is the first question every manager must ask: Are my employees driven by intrinsic or extrinsic motivations?
Intrinsic or Extrinsic Motivations
To start, the concept of separating out intrinsic and extrinsic motivations is a fairly straightforward – yet essential – exercise. According to Psychology Today, “intrinsic motivation refers to those activities you do because you enjoy the activity itself,” whereas extrinsic motivations refer to anything we do because of reasons outside of the work. Extrinsic motivators include salary, job perks/benefits, status and work conditions. Intrinsic motivators include things like recognition, challenging work, purposeful work, achievement and opportunities for personal growth.
Consider the examples mentioned at the start of this piece. A sales team competing for top spot on the quarterly metrics tracker would be a textbook example of an extrinsic motivation. Even though making sales might be related to the job at hand, taking first place in this competition is a motivation tied to results, not the tasks of the job itself. On the other hand, an employee might find joy in the actual process of selling. For example, the step-by-step journey of finding the best times to make outreach and most effective scripts might be exciting in its own right.
For those motivated intrinsically or extrinsically, there are a variety of ways employers can meet their needs with tailored solutions. Here are the forms of intrinsic and extrinsic motivations identified by the MyPrint soft skills assessment:
Intrinsic
- Responsibility: This motivation dimension refers to the extent that a person seeks to feel accountable. While some individuals find joy in making big decisions for their teams, others would like to share that responsibility with others.
- Influence: This motivation dimension refers to the extent that a person seeks to influence others’ opinions and intentions. Those that are highly motivated by influence enjoy swaying others’ opinions, while those that are lower on this motivation dimension are happiest when they can stay open-minded to different points of view.
- Belonging: This motivation dimension refers to the extent to which a person wishes to be part of a group. Individuals who are highly motivated by belonging seek to find common interests and hobbies with their coworkers to create a team feeling, whereas other individuals like to keep their interests or opinions independent from the rest of the group.
- Challenge: This motivation dimension refers to the extent that a person seeks to get out of their comfort zone. Those that are highly motivated by challenge will always try to outperform their previous goals and achievements, whereas those that are not as motivated by challenge are content working towards attainable goals.
- Recognition (Intrinsic enjoyment): Those that are on the lower end of the recognition dimension are seeking intrinsic enjoyment. They seek out projects and tasks that they enjoy doing, even if they are not receiving any external recognition for their work.
- Reward (Need to contribute to society): Those that are on the lower end of the reward dimension seek to work on projects that have an impact on society. They need to understand the greater impact of their work, regardless of the tangible benefits they might receive.
Extrinsic
- Autonomy: This motivation dimension refers to the extent to which one wishes to control their circ*mstances. Those that are highly motivated by autonomy like to set their own goals and schedule, whereas those who are lower on the autonomy dimension prefer to consult with others before setting their goals.
- Competition: This motivation dimension refers to the extent that an individual will seek to outperform others. Those that are highly motivated by competition like environments that encourage public performance metrics, whereas those that are lower on the competition scale will seek to share their knowledge to help work towards group goals.
- Relation: This motivation dimension refers to the extent to which an individual seeks to have multiple social contacts. Those that are high on this motivation dimension seek out opportunities to socialize as frequently as they can, whereas those who are lower on this dimension desire privacy in their work environment.
- Recognition (External acknowledgement): Those who are high on the recognition dimension seek positive feedback and compliments for a job well done. The external recognition is enough to keep them motivated, even if they do not necessarily enjoy the work they are doing.
- Reward (Tangible benefits): Those who are high on the reward dimension are motivated by having their performance rewarded by material benefits. They will often be encouraged to work harder when there are opportunities available.
- Excitement: This motivation dimension refers to the extent to which an individual is motivated by thrill. Those who are highly motivated by unpredictable environments and the opportunity to take risks, whereas those on the lower end of the excitement dimension prefer safe and predictable environments.
- Variety: This motivation dimension refers to the extent to which an individual seeks out new experiences. While some individuals seek out diverse experiences, projects, and skills, others prefer to stick to familiar routines and work methods.
Motivating and Moving Forward
Gone are the days of ordering pizza into the office to celebrate a job well done and calling it a day. In the changing world of work, managers need to become more nuanced in the ways they motivate employees. To start reshaping these practices on a case-by-case basis, it’s important to identify whether an individual is driven by intrinsic or extrinsic motivations. Only then can managers determine which particular path is right for each employee.
Are you ready to identify what motivates your employees? Experience how MyPrint can uncover what makes you and your team unique by clicking here!
MotivationsTeam Management
