03 Jul Motivation Part 3 – Your role in keeping your staff motivated!
This blog is the third of three examining motivation in the work place. The first examined why we go to work? The second looked at what makes us work willingly and well and discussed Hertzberg’s work on true motivators, whilst this blog examines what demotivates us in the workplace.
What irritates you at work is likely to be similar to things that irritate others. In this blog I hope to show what these feelings are based on, and will refer to Hertzberg’s work again, and crucially examine how the manager can stop staff feeling this way.
Keeping your staff motivated – Understanding what makes them unwell.
My favourite analogy of Hertzberg’s “Hygiene Factors” is as follows: Picture a small isolated town in a warm area. The local authority have a sewerage plant to cater for the needs of the townsfolk. When it works the townsfolk pay it absolutely no attention, they just flush the loo. They remain healthy because there is no chance of contamination from the sewerage works. If the local authority spend millions on the works, new bells and whistles etc, the population DON’T get any healthier, they just carry on flushing the loo! However if the works starts to malfunction the population can become really ill very quickly, and will complain.
That’s the crux of the concept behind the hygiene factors. There are some things that need to be in place, at a satisfactory level, so that people don’t become demotivated. Hertzberg’s study suggests that these are listed in order of importance:
1 Policies and administration
2 Technical supervision
3 Relationsip with your boss
4 Work conditions
6 Relationships with your peers
Which of these can managers control? At first glance many say that the hygiene factors are “out of their control”, but a closer examination can quickly dispel this notion. Whilst most of us don’t set work based policies and administration procedures, as managers we CAN let others have access to these areas. We can make staff aware of what is there to protect and enhance their prospects. For example, how many of your colleagues will know that there are paternity rights and what they really are? How do your colleagues access these? There may be some information around certain polices or procedures around the workplace, much of it may be gossip, rather than based on fact, and this can alienate staff, before the true facts are known. Shouldn’t your job as the manager be to inform them of this information, or how they could access the relevant documents?
Technical supervision usually falls into two camps, either you am the expert, and feel you should know everything about the task, as the company employed you for the role! Or OMG the staff know more than I do, so I’ll have to blag it! Why not be honest and open? Share your expertise and recognise innovation can come from innocent questions like “Why do we do this?”
Hertzberg identifies having a work based relationship with your boss, as being necessary and expected. This is not about pub time (but that can be good), but it’s about being listened to, being spoken to, being allowed to contribute. Even if the person is consistently wrong, killing of ideas, kills off business and can alienate staff.
Work conditions are important. Mangers don’t usually paint the office, control air conditioning, or sort out car parking. However, the best ones will make sure that everyone knows why the office hasn’t been painted, why it’s a bit too warm and why the car park is flooded. Sharing information is vital to building up good working relationships, and for staff to see the manager as honest and trustworthy.
Similarly, mere mortals in companies do not get to set the level of staff salary, BUT as a manager you can make sure that people are paid accurately, paid on time and that their holiday leave is booked properly etc.
If people are having a difficult time with their colleagues, but still trying to do a good job, they need support. How long can you really expect them to keep going if the office atmosphere is fraught with tension? Mangers must keep an eye on work place relationships. Ignore them at your peril.
The previous blog looked at true motivators, such as achieving at work, being recognised for your contribution, as well as experiencing a sense of personal growth, and it’s pretty obvious that a lack of these things are not great for staff motivation. What brilliant managers need to think about, is what is within their sphere of influence? What will keep the sewage plant working so that the population will stay well! It may seem a thankless task, but it’s necessary.