Motivation can be defined as internal and external factors that stimulate desire and energy in people to be continually interested in and committed to a job, and to exert persistent effort in attaining a goal.
As a matter of fact, it appears that no one can actually truly motivate others. People can do their best to ensure all the conditions are fulfilled to enable others to motivate themselves, but no one can actively be the self-starter of others' motivating process. Such a process therefore seems to be exclusively personal, depending on both intrinsic value system and extrinsic data such as environment.
This report analyses four motivation drives and the role of the direct manager in employees' motivation process.
Sommaire du cours
1. What is motivation?
2. The four drives that underlie motivation
3. Organizational repercussions on motivation
4. The role of the direct manager
Extraits du cours
[...] When fulfilled, those four drives would stimulate employees' motivation at work. As a result, it appears to be essential for an organization as a whole, and for each and every manager, to be aware of those four drives and to ensure they are as fulfilled as possible. Moreover, it is essential to be aware of the fact that fulfilling only one, two or three drives is not sufficient to ensure a high level of motivation: it is only when all fulfilled that the motivation process can start completely. [...]
[...] Actually, it seems employees' perceptions about their immediate manager matter just as much. It is the manager's objective to fulfill the four drives, within the framework set by the organization's policy. On a very practical point of view, managers could for instance link rewards and performance in areas such as praise, recognition and choice assignments. They can also allocate a bonus pool in ways that distinguish between top and bottom performers. One of the core elements is also to encourage team work and to make jobs more meaningful and interesting. [...]