Motivation suffers in unstable workplaces
Stress for Success
September 28, 2010

On-going workplace instability is negatively impacting American employees and taking its toll. Those who still have jobs are dealing with the stress of:
* Doing the additional work of those who’ve been laid off;
* Living with the dark cloud hanging over them that their job, too, may be eliminated;
* Dealing with both internal and external customers who are stressed to the max, which brings out defensive behaviors in most;
* Possibly their spouses having lost their jobs making it even more important to keep their own;
* Realizing that they’re lucky to have a job but tired of being reminded of it;

One of the casualties of all of this stress is employee motivation, which if suffered too long leads to burnout. And you don’t want your staff to get burned out since it usually requires drastic change to remedy, such as leaving for a better job once one shows up.

So how can employers increase motivation during these challenging times? What works and what doesn’t?

The research is in and it shows that rewards don’t really motivate, at least not for long. Rewards such as gifts, money, and benefits may be appreciated in the short run but according to much research these external motivators:
* Can be perceived by the receiver as having strings attached - a controlling intention - which won’t motivate at all;
* Refocus employees’ attention onto the reward to the point where the task can suffer;
* Rewards are difficult to end once started;
* External attempts to motivate decrease a sense of causation on the part of the recipient, the true motivator that actually works;

Depending upon the intention of the person giving the reward (is it to recognize someone’s good efforts or is to get him to work even harder?) will determine whether the reward motivates at all and if so for how long. Rewards tend to work better for recognizing people’s efforts if given with no strings or manipulative intentions attached.

The true motivators are intrinsic ones; things that increase a person’s sense of control – of causation.

Humans need to believe that their own actions cause outcomes. That’s why bosses who include subordinates in decision-making and problem-solving in areas that affect their work can become better managers with more productive employees. Bosses can also allow their employees to decide how work gets done as long as it meets the required outcome, rather than dictating how staff is to accomplish their work.

Intrinsic motivators lead people to greater persistence, creativity and success. They’re so important that psychological researcher, Dr. Martin Seligman of the University of PA, says that developed nations’ workforces are moving from assuming that money is the primary motivator - you can only buy so many things, which are extrinsic (external) motivators that don’t work well - to understanding that being the authors of their own actions is what truly motivates. The challenge is for managers to help their employees be more in the driver’s seat of their own jobs.

Jacquelyn Ferguson, M. S., is an international speaker and a Stress and Wellness Coach. Order her book, Let Your Body Win: Stress Management Plain & Simple, at http://www.letyourbodywin.com/bookstore.html. Email her to request she speak to your organization at jferg8@aol.com.