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WHAT DOES NOT MOTIVATE - MOTIVATION CHAPTER 7

Managers often do their best to motivate employees. They see that as their task, and they are right in that. Unfortunately, they often do so from a wrong assumption about how motivation works . They also drill wrong motivation sources . A manager who himself is driven by the ambition to grow to the top of the company thinks that his employees aspire to the same career, while at work they meet a completely different need.

Motivating is denying motivation

Lenette Schuijt is an experienced trainer / coach in the field of leadership. She says about the motivation attempts of managers that they often have more eyes for what is not there . If you as a manager try to stimulate an employee to make him work better, you assume that he lacks motivation. While every person is naturally driven by something. Only that drive is sometimes difficult to see for the manager. Specially if the employee has a drive that the manager himself does not know. The employee discontinues if he is not recognized in the need and in the source of motivation that he does feel. And the talents and qualities he does have are not seen by the manager. This is how motivating is counterproductive.

Too low expectations are demotivating

The so - called Pygmalion effect is often illustrated with examples from a school class. Tell a teacher at the beginning of the year which students are very smart and of which little to expect, completely independent of their actual performance. By the end of the year, the capacities of the children who had received the label 'smart' then grew strongly. The teacher unconsciously pays much more attention to the children of whom he has a higher expectation, and that motivates them enormously.

That's how it is at work. If an employee feels that his supervisor expects little from him and gives him little attention, he also expects less of himself. The demotivating effect is then very large.

Demonstrate a reward

Huh !, how can a reward be demotivated? Everyone wants to be rewarded, is not that a sign of appreciation? Yet it is true that a series of studies has shown that the interest in the task you have to do decreases if you are directly rewarded for it. If you see the reward, whether it is money, a prize, or being praised, as the reason why you do the task, you will see the task as less fun. Your focus shifts from the task to the reward. What works badly is if someone with a reward is stimulated to be creative. Then there is virtually nothing left of the creativity .

How is that?


- If the reward is directly linked to the task, people get blinkers. They only see through a tunnel what they are asked to do and try to finish that as quickly as possible. Alternative options do not go through the blinkers.
- People get the feeling that their actions are controlled by the reward and because of this they feel less independent.
- They see themselves as people who only work for a reward or to win (the highest bonus of the department!) And therefore they experience the task as less interesting. Doing the job then becomes a means to achieve another goal. The beautiful completion of the task itself is no longer the goal.

This is of course not an alibi for managers to freeze salaries. If an employee feels that his work as a whole, not a specific task, is valued too low, the exchange relationship with the employer is no longer correct and that is also demotivating.


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