Every person has different motivations for working. The reasons for working are as individual as the person. But, we all work because we obtain something that we need from work. The something we obtain from work impacts our morale and motivation and the quality of our lives. Here is the most recent thinking about motivation, what people want from work.
Some people work for love; others work for personal fulfillment. Others like to accomplish goals and feel as if they are contributing to something larger than themselves, something important. Some people have personal missions they accomplish through meaningful work. Others truly love what they do or the clients they serve. Some like the camaraderie and interaction with customers and coworkers. Other people like to fill their time with activity. Some workers like change, challenge, and diverse problems to solve. Motivation is individual and diverse.
Whatever your personal reasons for working, the bottom line, however, is that almost everyone works for money. Whatever you call it: compensation, salary, bonuses, benefits or remuneration, money pays the bills. Money provides housing, gives children clothing and food, sends teens to college, and allows leisure activities, and eventually, retirement. To underplay the importance of money and benefits as motivation for people who work is a mistake.
Got Money? What’s Next for Motivation?
I’ve read the surveys and studies dating back to the early 1980s that demonstrate people want more from work than money. An early study of thousands of workers and managers by the American Psychological Association clearly demonstrated this. While managers predicted the most important motivational aspect of work for people would be money, personal time and attention from the supervisor was cited by workers as most rewarding and motivational for them at work.
In a recent Workforce article, “The Ten Ironies of Motivation,” reward and recognition guru, Bob Nelson, says, “More than anything else, employees want to be valued for a job well done by those they hold in high esteem.” He adds that people want to be treated as if they are adult human beings.
While what people want from work is situational, depending on the person, his needs and the rewards that are meaningful to him, giving people what they want from work is really quite straight forward. People want:
- Control of their work inspires motivation: including such components as the ability to impact decisions; setting clear and measurable goals; clear responsibility for a complete, or at least defined, task; job enrichment; tasks performed in the work itself; and recognition for achievement.
- To belong to the in-crowd creates motivation: including items such as receiving timely information and communication; understanding management’s formulas for decision making; team and meeting participation opportunities; and visual documentation and posting of work progress and accomplishments.
- The opportunity for growth and development is motivational: and includes education and training; career paths; team participation; succession planning; cross-training; and field trips to successful workplaces.
- Leadership is key in motivation. People want clear expectations that provide a picture of the outcomes desired with goal setting and feedback and an appropriate structure or framework.