Support against motivation

Some experts advocate employee involvement, others are strongly believers in motivation strategies. But one does not have to exclude the other one. There may be situations where even a hired employee can use some increased incentives. Having a general participant should be the primary goal of all leaders. Risky employees are true assets for each organization, especially in difficult times. There is, however, some confusion about the difference between participation and motivation.


Confidence comes from & # 39; before & # 39;. It's to believe in & # 39; the cause & # 39;. Participants do what they do because they believe that it is right to do and not necessarily because there is a salary waiting in the end. The main example of participation is volunteer work. There is no payment, it takes a lot of time and it is very often unbearable work. But most volunteers do it with passion and perseverance. Why? Because they believe in what they do. Engagement has everything to do with commitment.


Here's where confusion begins. When we talk about motivation, we analyze two different types: internal and extrinsic motivation.

Intrinsic motivation is actually exactly the same as participation. It comes from & # 39; before & # 39; and it has to do with joy or fulfillment of a particular job or project gives the person rather than the salary it will bring.

Extrinsic motivation is caused by external factors. As soon as these factors do not exist, the motivation will also be gone.

The opponents of modeling methods are against external motivation measures such as incentives and prize projects, and they are absolutely correct. Prize tests are interactive; They usually have a negative investment in terms of money, employee satisfaction and retention.

What is against awards?

Let me share my experience with you. I started my career as a sales representative for companies that sold copiers, faxes and printers. As often happens, we have paid a commission above ours – rather a minimum wage. In addition, the company had several awards & # 39; running. Schedule for the most sold units for a given period, New Business Program & # 39; and a few more like these.

Worst was the "Salesman of the Month of the Prize." The one who got the most sales in a certain month could hold the keys in his company car and could drive the Porsche Carrera Company next month and he got his own parking in front of the house.

What Come on with this award test? Nothing, in fact. Guess who ever won this award? Right, the people who were always in the top already. Guess who does not even try to get one of these rewards? , at the bottom. They knew they would not face top players. And guess who tried a few times but never got the award & became de-motivated? Right, the people in the middle. [19659008] So was it stimulating? Certainly it was for the group that did not have to be interested. Top performers. They might have sold a little more than when you're at the top, the room will be added a smaller and smaller. It did not matter to the bottom performers. They were intact & # 39; with these programs. It did a lot for the group in the middle though. It's the group where each sales manager can score & # 39; They have the potential and a lot of room for improvement. And what did it do? Exactly the opposite of what the program was invented. They knew they had contributed to the company and they saw that they would never get a prize & # 39; for their contribution. What enthusiasm is it?

I hear some say, "We should do that at the top! I can score 110% of my goal, but if other people score 115%, does it mean?" No, it does not matter. No matter how much a group of salesmen is, it will always be the number one and the last number. And awards will always reward the numbers one, those who need it at least.

Extrinsic Encouragement: Short Term

Encouragement and Prize Projects and focus only as long as the program lasts or even shorter if the employee points out that he will not "work". [19659008] Suppose you have set up a prize to produce a certain amount of the product and expect everyone to work very hard. What happens after the deadline? Exactly. People will fall back into normal production. 39; will have to set up another prize and so on.

Support: Long Term Plan

Also, leave the last instance again. Suppose that one of your suppliers has birth problems and before the production is stopped for a certain period of time and no one will meet the target for the salary. People who were interested will not pick up the pace right after the supplier began to return, because there is no prize to work longer.

It's a group of people who will pick up speed despite the fact that there will be no salary. They have an attitude to & # 39; let's see what we can do to compensate for a lost time and # 39; They are in & # 39; the game & # 39; for & & nbsp; game & # 39; and not for & # 39; prize & # 39;. They are participant.

Participants are endured. They will continue to bring the project to a good end, despite the external challenges and circumstances. They support the goals, tasks and values ​​of the company and are part of the organization that enables them to be proud. In general, the quality of their work is better. They will be able to be proud of what they have done while inspiring people are like a horse with blinders, trying to get ready to finish as fast as possible no matter how.

Participation goes deep. It also means that management organizations need to create an environment where participation can flourish and flourish. In the next post, I will share my thoughts about what you can and need to do to create participants around you.

Imagine a story that I heard describing what is best to describe:

Former US President John F. Kennedy made a very bold statement in September 1962: "We are going to the moon. " He asked the employee: "What is your job?". The man replied, "My job is to put a man on the moon." He turned out to be a janitor.

It is a participant. Whatever you do, your work is as important as anyone contributing to a mutual goal.

I wish you a lot of participation.


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