Prof,
Companies around the worldare cutting back their financial-incentive programs, but few have used other ways of inspiring talent. Some nonfinancial motivators are more effective than extra cash in building long-term employee engagement. A recent McKinsey Quarterly surveyviews three noncash motivators — praise from immediate managers, leadership attention, and a chance to lead projects or task forces — as no less or even more effective motivators than the three highest-rated financial incentives: cash bonuses, increased base pay, stock options.
Establish an action plan. Be creative in determining rewards. Group rewards may be appropriate, but don't undermine individual initiative.
Ask what they want out of work Match motivators to the organization or department culture Use flexibility wisely Don‘t rely on stock options Offer help with career goals Help employees learn.
It turns out that people are motivated by interesting work, challenge, and increasing responsibility. Herzberg's work influenced a generation of scholars and researchers-but never seemed to make an impact on managers in the workplace, where the focus on motivation remained the "carrot-and-stick" approach.
Four fundamental emotional drives that underlie motivation are: Drive to acquire (the acquisition of scarce material things, including financial compensation) Drive to bond (developing strong bonds of love, caring and belonging) Drive to comprehend (to make sense of the world so we can take the right actions) Drive to defend (defending ourselves and our accomplishments)
In summary, the implications for managers in organizations are significant. Leaders today must be not just cognizant of the latest research on motivation, but take action to make those organizational and relationship changes to take advantage of this research.
Inspiring Talent, Motivating Employees, Emotional Drives, Leaders, Advantage
