Just 13% people around the globe are engaged at work.
24% of people around the globe are actively disengaged at work.
Lack of motivation leads to quality defects, patient safety incident, shrinkage, turnover, absenteeism.
It was demonstrated in 2001 that there are 10 core values that motivate individuals at work, regardless of nationality or religion. Those values are: power status, achievement, pleasure, excitement, independence, understanding, benevolence, tradition, conformity, security.
Researchers asked 30000 people to rank order the importance of these values and the results were almost the same for all of them:
- independence / autonomy
- understanding / wisdom
- power status
There are no significant differences in core values among cultures but there are some interesting differences between generations:
Generation X and Millennials are less motivated by intrinsic motives than Baby Boomers. Generation X want more pay and bonuses, Millennials consider more important leisure time (vacation, smart working…).
HERZBERG’s TWO FACTOR MODEL (1968)
The factors that were driving why someone was satisfied at work (the motivators), were not the factors that were causing people to be dissatisfied at work (the hygiene factors).
- work itself
- company policy/admin
- relationship with supervisor
- work conditions
- relationship with peers
- personal life
- relationship with subordinates
- lack of job security
Improving a hygiene factor does not raise motivation.
DECI AND RYAN’s THEORY OF MOTIVATION (1985)
Different types of motivation exist.; the critical distinction is autonomous versus controlled motivation orand intrinsic .
People certainly can be motivated externally by money, titles, badges, competition, fear of failure… But a
You can use both extrinsic and intrinsic motives but you should be aware that
Notes from: Leading People and Teams Specialization