What is the strongest motivating factor for the modern employee? What do you thing?
In very general terms, intrinsic motivation is a determining factor.
I think we are most motivated when we thoroughly enjoy the work we are doing. Being motivated from within, because we enjoy the work, are satisfied accomplishing it, and it is directly tied to our strengths.
Very precise and accurate answer! Thank you, Duana Martin! Best Reagards!
As far as globalization practised at large, institutions of any kind, the optimal employee motivation might be focusing on good communications for modern leadership is basically determinant to how well employees are allowed themselves to be part of the ownership through good communication, they should know how and what changes take place before hand. Money donot motivate on today's workplace.
je pense que la première motivation est "la place" connue et reconnue au sein de l'équipe, de la structure ou de l'institution. Se sentir soutenu, par sa hierarchie est primordiale, et avoir une des meilleures communication dans l'équipe, puis dans le pôle, puis avec et pour les différents services, ce qui évite des pertes de temps, d'énergie humaines, financières et technologiques. Un petit café-chocolat de temps en temps favorise le bien être, et surtout, il est plus facile de parler dans une ambiance conviviale, plutôt lors d'un rendez-vous avec votre supérieur ou employé(e), puisqu'il y une position de jugement ! un bon manager ! c'est déjà la clé de la réussite pour les salariés et le patron.
je vous propose quelques videos pour y repondre
https://private.joomeo.com/users/stephane.ginocchio/folders
merci de vos retours
I think these days one of best motivation for modern employees is clear purpose, also communication and appreciation of effort/work.
En réalité, la première et essentielle question à se poser est philosophique :
Pourquoi travaille-t-on, et même : pourquoi vos salariés travaillent-ils chez Vous ?
« Le travail, sauf exception, n’est pas d’abord un plaisir ou une vocation, mais c’est une contrainte. » et comme le dit le philosophe (A Comte-Sponville)
« Être heureux tout le monde est pour, travailler on ne préfèrerait pas «
Alors qu’est-ce qui motive vos salariés ? nos salariés ?
: Est-ce qu’ils courent après le travail ? Non J le travail est surtout une contrainte
Le travail n’est pas une fin en soi, c’est un moyen, un moyen, un moyen très important pour subsister mais seulement un Moyen
Et donc comme tous les moyens, il sert à autre chose qu’à lui-même, personne ne cherche le travail pour le travail, il faut donner un Sens au travail.
Alors on pourrait aussi penser qu’ils courent après la Morale, la Vertu. La fameuse « valeur travail » si souvent mise en avant, au 20 -ème siècle. Mais le travail n’est pas une vertu, on ne rémunère pas une valeur morale, tout travail mérite salaire, et le travail rémunéré est par essence même une valeur marchande…
Et au passage, si certains pensent que leur valeur morale baisse lorsqu’ils s’autorisent quelques semaines de vacances, ils se trompent pathologiquement, le travail n’est pas une valeur morale : être rentier, chômeur, en vacances ou à la retraite, ce n’est pas une faute !
Alors qu’est ce qui fait courir nos salariés : l’argent, oui bien entendu, oui mais seulement en partie, sauf que l’argent, le salaire n’a jamais motivé personne de manière durable, ça rend seulement motivable ( et les primes ontaussi leurs limites nous le verrons).
Le salaire est un échange pour effectuer le minimum nécessaire, or la motivation commence justement quand on en fait au moins un peu plus que le strict minimum.
En plus le salaire n’est pas un bon levier du manager, ce n’est pas un bon levier pour nous car le salaire est cadré, encadré par le monde du travail, et donc NOTRE valeur ajoutée de manager n’est pas dans le salaire mais dans les autres raisons qu’ont nos salariés de venir travailler chez NOUS et surtout de RESTER chez Nous.
Et la seule réponse à apporter : c’est qu’ils trouvent un certain bien-être à travailler chez vous, et là, ça a du SENS !
Ce qui fait courir les salariés, comme tous les Hommes c’est d’abord et surtout le bonheur, nous courons tous après le bonheur. Ils pensent qu’ils seront plus heureux en allant travailler chez Vous, qu’en allant travailler ailleurs ou qu’en ne travaillant pas.
Et pour citer une des plus grandes philosophes du 21 -ème siècle : MERYEM « je ne suis quand même pas venu ici pour souffrir, ok?? » ;)
Ou plus sérieusement Blaise Pascal : « tous les Hommes recherchent d‘être heureux, cela et sans exception, la volonté ne fait jamais la moindre démarche que vers ce sujet, c’est le motif de toutes les actions de tous les Hommes…» (les Pensées)
C’est le Sens que vous devrez donner à leur travail car c’est bel et bien Le bien-être qu’ils attendent en travaillant chez Vous, et bien évidemment pas du stress
In reality, the first and essential question to ask is a philosophical one:
Why do we work, and even: why do your employees work for You?
"Work, with some exceptions, is not primarily a pleasure or a vocation, but it is a constraint. »And as the philosopher says (A Comte-Sponville)
"Everyone is in favor of being happy, we would not prefer to work"
So what motivates your employees? our employees?
: Do they run after work? No, work is above all a constraint
Work is not an end in itself, it is a means, a means, a very important means to subsist but only a means
And so like all means, it is used for something other than itself, no one is looking for work for work, you have to give Meaning to work.
So one might also think that they are running after Morality, Virtue. The famous “work value” so often put forward in the 20th century. But work is not a virtue, we do not pay a moral value, all work deserves pay, and paid work is in essence a market value ...
So what drives our employees: money, yes of course, yes but only in part, except that money, salary has never motivated anyone in a lasting way, it only makes them motivable (and bonuses also have their limits as we will see).
Salary is an exchange to perform the minimum necessary,
but motivation begins when you do at least a little more than the
bare minimum.
In addition, the salary is not a good lever for the manager,
it is not a good lever for us because the salary is framed,
framed by the world of work, and therefore our added value as a
manager is not in the salary but in the other reasons that our
employees have to come to work with us and especially to stay
with us.
And the only answer: it is that they find a certain well-being
to work at your place, and there, that makes SENSE!
What drives employees, like all men, is first and foremost
happiness, we all run after happiness. They think that they will
be happier going to work for You, than going to work somewhere
else or not working.
Blaise Pascal: "all men seek to be happy, that and without
exception, the will never takes the slightest step except
towards this subject, this is the motive for all the actions of
all men ..." (Les Pensées)
This is the Meaning that you should give to their work because
it is indeed the well-being that they expect while working at You,
and of course not stress
As we all know a great deal of research has been carried out and theories proposed but at the end of the day the variables are probably too numerous for us to manage. One variable that might be interesting now is the different "generation gaps" which may result in different motivators - there is not one "employee" that we can define
It depends of the context. In the poor countries money is the strongest motivating factor. In the richer countries the strongest motivating factors are: money, free time and possibility of advance. In my country, Montenegro, the strongest motivating factor is the quality of relationship between employer and employee.
Well, to my point of view, three important motivating factors that some institutions in my country Somalia apart from money are giving employees opportunity to training in order to gain work related topics, second factor we use is that employees always participate administrative meetings and decisions reached are taken from them, so that most of them feel like to be owners and this gives them to be more motivated.
I agree with the argument of Dragoljub. Context-based factors are essentials. In some cases, enjoying a job is one of the important factors. In some other cases, money or conducing working environment is a significant motivational factor. So, it is better to adopt a context-based approach.
Thanks, Mohamed! I personally notice both at university and in my work as an administrator that motivation changes a lot relative to knee pads. In recent years, young people are impatient, expect results and a high salary immediately! Which completely changes the traditional concepts of human resources management.
Hello to both of you, I think you have to distinguish motivation and sustainable motivation, such as pleasure and well-being. To keep our best elements, it is necessary to meet their financial needs at a minimum, but above all to allow them to access well-being at work, which is the motivation for all human action, as Blaise Pascal says
Absolutely just like arguments! However, my opinion is that motivation is increasingly complicated and increasingly are the fаctors that amplify these processes. The individual approach to each employee and the diversity in the motivational mechanisms as if there remains some kind of post-looking opportunity for the leaders!
I think that there are different intrinsic motivations to enjoy, such as different coaching depending on the profiles and jobs or the level of responsibility, but the deep motivation to satisfy in order to keep our employees remains the search for happiness and the escape of stress
I led a startup for more than 20 years on these principles which gave their results: little turnover, little absence, increase in individual and team performance, we ended up leader of the northern half of France in medical IT services and recently acquired by a large corporation. this is probably not the best approach, but it is not utopian, and ultimately not so bad
BR
Respect!, Stephane! Remarkable and memorable ideas and comments! I hope we have many future occasions to deepen our discussions in this area!
Best Regards!
Valentin
Think of employees as their as strategic partner, not a strategic asset. In developing countries, employees are still viewed Instrumental look.
To make the employees satisfied so that they can feel that they are the members of the organisation.
Thanks
N Das
I think this depends on the individual and the whole ideas of intrinsic and extrinsic motivation as well as their personality. Some money, power, position and others fulfilment, purpose and the desire to make a difference. I will go out on a limb here and say money is probably the strongest, at least in the part of the world I am in.
Valentin Vasilev
Dear Professor,
Thank you for the beautiful topic of discussion.
Scientists have proved that motivation comes from within. So it is very difficult to generalize on the reason/ source of motivation. It will to a huge extent vary from person to person, situation to situation.
In my case, my father is a source of motivation. He graduated in Chemistry from St. Xavier's College (Kolkata, India) and then completed his MBA from IISWBM (Kolkata, India). He worked for almost 40 years with one of the largest employers in the world in U.S.A. and then in his post retirement life he worked as a consultant in the field of IR & PM. I always wanted to be like him. So I also followed the same track in life. And, I am doing that till now in my thirties.
Best regards,
Anamitra.
sense of belonging, participation in the decision making, financial incentives, professional development opportunities, and most importantly ... fairness !
I strongly agree with Dr Sara Hamidi... I work and live in a developing third world counrty and I can concur
Thank you Dr Valentin Vasilev for this very relevant question.
As many researchers indicated in their replays, each other's motivation depends on each individual and his character therefore each personality much more than anything else. It seems to me that the fact of loving our work very much, the fact of being ambitious to move forward in our work and of possessing scientific curiosity, the living conscience to accomplish our job in the best way, all of this can constitute quite strong motivating factors outside of motivating remuneration but this is not the case for everyone. Generally speaking, good remuneration is often the most motivating factor for employees especially in this period of modernization.
Dear Dr Valentin Vasilev, very nice question. This question is about modern employees. I would like to know what do you mean by Modern employees?. Is it on the basis of age (like generation X or Y or Z..) or is it about the employees using sophisticated tools or is it related to service sector. Professor, kindly provide me a little more input on this.... Very nice research question - I wish to know the outcome of this discussion. Warm regards Yoganandan G
Valentin Vasilev
It depends on what category of employee one is referring to. If s/he is an employee in a workplace that encourages neither talent nor invention, then I bet survival is all that matters to such employees who work long hours and live hand to mouth. But if the employee works in a place that endorses individual as well as collective creativity and in which paychecks are substantial, then freedom to create, cooperation of coworkers and support of bosses are indispensable assets.
Hafida Rahal-Bouziane
Dear Professor,
Greetings from Salt Lake City, India.
I would respectfully like to differ from what you have written here, " Generally speaking, good remuneration is often the most motivating factor for employees especially in this period of modernization."
In Maslow's Hierarchy of Needs Theory, the needs of man have been classified into many classifications. Here, it has been shown by the framer of this theory that how man's needs and priorities change at various phases. Remuneration/ salary/ wage/ fees are a basic level need. They lose their importance when man moves up the ladder.
Here, I am sharing my thesis that I had prepared for a doctoral program in University of Wales, U.K. In this thesis, a part of the research was where I studied the motivation of students to get admitted to an institute. There I had used the above mentioned theory.
Thesis Marketing of IT Programs - A Comparative Study of Two Branch...
Submitted to you most respectfully.
Best regards,
Anamitra Roy.
Let's the employee knows that he has value in being him within the organization
Here some notes
How to Make Employees Feel Valued
Here are a few examples employers can use to help ensure their employees feel valued:
Recognition. The simple and obvious first answer to making employees feel valued is to provide them with the recognition they deserve. This can come in many forms, but the important thing is that it happens. It can be one-on-one, in a group setting, in the form of raises or bonuses, etc. Recognition can happen in small ways every day, and in bigger ways at less frequent intervals.
Feedback. Feedback is a counterpart to recognition. Giving employees plenty of positive feedback—far more than negative feedback—can help them know that their work is appreciated. (It can also make them receptive to constructive advice because they know their work is valued and not just criticized.)
Solicit their opinion and utilize it as often as possible. Ask them not only about the work, but also about the job itself—what’s good and bad about it and how it can be improved.
Communicate well, and frequently; keep them in the loop on what’s happening at the organization. With a high level of transparency, employees will feel trusted and feel as though they’re an important part of the company. (Keeping secrets does the opposite.)
Give direct compensation or benefits as a direct thank-you, such as:
Bonuses or other forms of direct compensation for a job well done
Gift cards
Extra comp days or PTO
Give the benefits they want. Get to know their needs and tailor the workplace benefits to meet their needs when possible.
Provide ways for other employees to give praise and recognition. Not only can it help the employer see effort they may have overlooked, but it also can help foster better working relationships.
Show appreciation with small tokens that go a long way, like free food in the workplace.
Provide public recognition when appropriate, in the form of formal awards or even informal things like social media posts. (This can be done on an individual or team basis, depending on what’s appropriate.)
Provide work that gives the right level of challenge, showing that you trust their capabilities. Give them increasing levels of responsibility to let them grow and develop.
Say “thank you”—simple, but effective, and often overlooked. This can be done in a lot of different ways, making it easy to tailor to the individual, group, or situation. For example, a simple verbal thank-you from a manager can be meaningful. It can also be meaningful for a leader to publicly thank an entire team for their efforts. A written note of thanks, perhaps in e-mail copied to someone higher in the organization, can also be an option.
Celebrate work anniversaries. Employers may not think it matters, but it does, especially milestone anniversaries. It shows the employer cares and is paying attention to how much time the individual has devoted to the organization.
Invest in their continued development. Find out their career goals, determine what steps are needed to get them there, and make investments as needed to help them progress on that path.https://hrdailyadvisor.blr.com/2018/12/27/how-to-make-employees-feel-valued/
Praise words change the employee’s psyche. When an employee does a good job or finishes a task, you must value him morally through expressions of gratitude and appreciation, whether among you or before the rest of the employees.
I think simple appreciation enough. But many organization failed to done it.
Employees r motivated simply by gratitude expressions to make him feel valued&by money.
Reputation, recognition, rapid elevation to higher positions, remenuration, reskilling and upskilling opportunities.
Unfortunately, it's salary. Salary has become the primary driving force. Though young employees look for other aspects such as environment, unity or appreciation, with the right amount of salary all these can be erased provocatively.
Dear Thomas Anthony Troszak , I'm respectful of what you've written! Indeed, the fundamentality of the question of motivation makes it difficult to analyse. But also, my view is that this should also be a challenge for leaders in a changing world. Be innovative and fight every minute for the motivation of your employees!
From my personal view, the managers should give the employees the trust so that they work as if they are working for their own corporation.
Extremely accurate statement! I am very inspired and motivated by all the participants in the discussion. Dear Thomas, I will use your example with the cup of coffee in my next scientific publication! It's uniquely good! And yes, I agree that the challenge is the leading one! The battle for the mind and soul of the layman is eternal, and every minute it is necessary to look for new solutions and practices! Especially in a world like today!
Feeling a sense of meaning and purpose in their work. People are now increasingly looking for more meaning and purpose in their professional lives – in other words, they want to feel that they’re really contributing to and making a difference to our world. I think it’s safe to say that the pandemic has only heightened this feeling among professionals; after seeing the heroic efforts from healthcare and key workers, many may be re-evaluating their career choices in a bid to find more meaning, perhaps opting to focus on a different industry entirely. They may be looking to craft their existing role in some way, or perhaps even exploring a complete career change. https://social.hays.com/2016/04/26/5-things-that-motivate-your-employees-more-than-money/
Working in a positive company culture. Company culture can play a major role in driving employee motivation – as shown by research conducted by Deloitte which found a strong correlation between employees who claim to feel happy and valued at work, and those who regard their organisation as having a strong culture. “The culture of your organisation is its personality. It’s what makes it different from all the others. It’s what attracts talent and makes that talent want to stay with you for the long-haul, no matter what challenges they face along the way.” Improving your company culture has certainly become more challenging as a result of the crisis – however, we should see this change in ‘normality’ as the perfect opportunity to revisit, reboot and revive our company cultures. After all, we’re going to have to work hard to ensure they are sustained with the rise of hybrid working patterns, whereby a portion of employees are based remotely, and others are based in-office. https://social.hays.com/2016/04/26/5-things-that-motivate-your-employees-more-than-money/
Being recognised for their hard work. Employees must be acknowledged and thanked equally for all of their contributions and achievements. The influential U.S. Clinical Psychologist Frederick Herzberg would have defined this as a ‘hygiene factor’; something which will demotivate employees if it is not offered. As outlined by UK&I Director of People and Culture, Trisha Brookes, it is human nature to want others to acknowledge and recognise you for your contributions, and recognising your employees helps to create an emotional connection between yourselves and the wider organisation. https://social.hays.com/2016/04/26/5-things-that-motivate-your-employees-more-than-money/
Opportunities for learning and development in the workplace. By upskilling your employees, you’re showing them that they matter to the business, that you see their potential and that there is room for progression within their role. What’s more motivating than being encouraged and supported to become a better version of you?
https://social.hays.com/2016/04/26/5-things-that-motivate-your-employees-more-than-money/
I fully agree. There is a huge difference between two stonemasons: one sadly carves pebbles, and the other who does the same thing, will be very proud to build a cathedral.
Basma Ali Jasim ,
Basma Ali Jasim added an answer to this Research Gate discussion two days ago, on December 20, 2020, as follows:
المكافآت اقوى عامل محفز
Translation in English, as follows: "Rewards are the strongest catalyst in motivating the modern employee."
Source: Internet Artificially Intelligent Translator
- Reward and recognition. Reward and recognition come hand in hand. ...
- Development. ...
- Leadership. ...
- Work life balance. ...
- Work environment.
Group competition is the greatest motivator for employees
As every employee tries to master a currency to prove that he is distinguished and this leads to the success of the work in general
I think sufficient money. means a good salary. the value for the subordinate
Dear Valentin Vasilev
I think a good salary, appreciation, and respect can motivate anyone to do his best in a suitable institute.
I think finding equilibrium between employee's contribution, and retribution can contribute to employee's motivation. Additionally, participation in decision making process,communication, organizational justice, and respect are among other factors.
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