No pain, no gain

One of the major challenges facing employers today is finding creative ways of motivating employees. Employee motivation is one aspect of effective leadership and management. Employers get work done through people and employees who derive satisfaction from their work and its rewards are likely to be more productive than those who don’t. The reality of the workplace is that some employees are more “motivated” than others. Companies and organisations, or even departments within them, can create and maintain cultures and environments that are charged with positive energy and their employees can be supported and stimulated to transfer that positive energy into their work performance.

When this is achieved, the individual worker benefits as well as the organisation. When motivation is high, employees are more efficient and spend less time away from their work and organisations are more effective and successful at achieving their goals. If then, this is the ideal, why is it still so illusive? Many workplaces are “grumble joints” where disgruntled employees go through the motions on a daily basis while tormenting customers with poor attitudes and service. Others are like silent pressure cookers where stifled dissatisfaction churns beneath the surface until vented in ways that are inimical to the well-being of company, staff and clients. Why do the corridors of some organisations glow with the sunny disposition of their workers, while others mirror the gloom of a rainy day? Why does a change of leadership sometimes appear to cause motivation levels among staff to either rise or fall?

I recently decided to conduct my own survey among a cross-section of colleagues and friends and to find out what they consider to be the top workplace motivators and de-motivators. Two (2) factors should be noted — first, the respondents are all Caribbean people although not all of them are currently working within the region (the majority are from Trinidad and Tobago, but others are from Grenada, St Vincent, Barbados and Jamaica) and second, sixty percent (60%) of them are female and forty percent (40%) male. The survey reveals the Top 10 Workplace Motivators

NUMBER 1: LEADERSHIP
Leaders who demonstrate a genuine interest in their workers, their goals and their lives are the main motivators, according to this survey. For example, the CEO who pauses on a busy day to ask the cleaner why he or she is walking with a limp, not only boosts morale, but also work performance, commitment and worker loyalty. Workers say that they are motivated by supervisors who show respect for all individuals regardless of their level in the organisation and treat people fairly. Integrity, professionalism and ethical decision making were described as positive leadership qualities. There was a preference for supportive leaders who share leadership and encourage meaningful participation in decision-making. A supervisor’s ability to communicate well, empathy for others and collaborative approach to work also inspires workers to give their best. Conversely, a command and control approach and “snoopervisors” who do not empower and engage workers but instead spy on them are a big turn off. The survey says that such bosses will achieve compliance not commitment from workers.

NUMBER TWO: ENVIRONMENT
A clean, comfortable, well-equipped and attractive environment ran a close second to leadership. Workers are stimulated by attractive surroundings and expressed a need to personalize their space even in an open office setting. Good coffee was mentioned as a “stimulant” by many persons.

NUMBER THREE: COMPENSATION
Money is not the prime motivator but the survey shows that fair salaries and benefits in accordance with worker performance are important factors. Employees are motivated by additional rewards for high performance and sharing in the profits of the organisation on the basis of merit and contribution to success. Employees who perceive that rewards such as salary increases and promotions are not justly allocated become severely de-motivated.

NUMBER FOUR: CO-WORKERS
Caribbean people are inherently gregarious, so it’s not surprising to find that they are motivated by the camaraderie of the workplace when co-workers are positive, friendly, supportive and cooperative rather than competitive. This esprit de corps results in effective teamwork, and sharing of knowledge that in turn creates organizational intelligence and improves problem-solving capacity. According to the survey, griping, complaining, back-biting and gossiping co-workers are avoided except by those of a similar persuasion. Family days and fun events are appreciated as a means of building healthy workplace relationships.
        
NUMBER FIVE: OPPORTUNITIES FOR GROWTH AND DEVELOPMENT
Employees value pathways for growth and learning experiences that expose them to new challenges. Such opportunities motivate them and allow them to create wealth for themselves (in enhanced capabilities and earning power) and accumulate wealth for their employers (in increased worker competence and greater organizational efficiency). Equality of opportunities however is critical because employees say that they are de-motivated when some are favoured over others for opportunities to excel and progress.

NUMBER SIX: RESOURCES
Having the resources to get the job done well is also a motivating factor.  Workers feel a sense of frustration and futility when expectations are high but they lack adequate resources to accomplish these goals.  Creativity should be encouraged, but there is a limit to how much employees should be expected to improvise.

NUMBER SEVEN: RECOGNITION
Recognition of employee performance by supervisors is highly rated as a motivating factor.  Some form of acknowledgement - whether tangible or symbolic - for a job well done is desirable.  This positive reinforcement is valued by employees.

NUMBER EIGHT: THE JOB ITSELF
The survey says that employees are motivated by jobs that fully utilize their capabilities and interests.  They like variety and change, and dislike routine and monotony.  Workers are challenged when their jobs are re-designed to offer them an opportunity for creativity and for discovering a better way to do things.  They are motivated by environments that support them in meeting these challenges.  The survey shows that workers want to be involved in re-designing their jobs so that they derive greater satisfaction, mobility and advancement.

NUMBER NINE: EYE CANDY!
Yes, believe it or not an attractive co-worker got the thumbs up from both men and women as a source of motivation in the workplace.

NUMBER TEN: PROPER PLANNING & EXECUTION OF PLANS
Workers thrive in organizations where there is a sense of order, policies and procedures to guide actions and follow through in implementing plans. Chaos, ad hoc procedures and failure to implement are de-motivating. What is it they say about Venus and Mars? We don’t just go to work with our bodies, whether or not we are conscious of it.  We bring our hearts, minds and souls with us wherever we are. The common factor underlying all of the top motivators is the need for employees to believe that they matter as individuals, to have the opportunity to bring something unique to what they do, and to be assured that what each person does makes a difference.In this way, although we are unique, we are all the same.The views expressed in this column are not necessarily those of Guardian Life. You are invited to send your comments to guardianlife@ghl.co.tt