Motivation factors:
Motivation factors are the conditions which relate to the substance of the work, recognition, appreciation, responsibility, decisions, potential for individual control, etc.
The conclusions of this division can be described as follows:
For an employee to be motivated in the long term, motivation factors need to be brought into focus.
AmikiGroup has decided to work with a triangular motivation model. All three of the parameters at the points of the triangle must be in play if you are to maintain motivation in the long term.
1. Worth doing:
Whatever we do must be worth doing. This means that a task must have a purpose; have greater significance than simply carrying it out.
We have to understand the significance of our efforts; how they are significant and for whom. To put it another way, ”where in the value chain does our effort have particular importance?”
2. Recognition/appreciation:
To recognise is to understand and accept the fact that something is as it is - the ability to perceive. That is to say that you accept that something exists and that you behave in a specific way and that this is also true for the other party on his or her premises.
Recognition precedes enlightenment, and it is this progress that is constructive. This progress comes about when you feel that you are being seen, heard and noticed. Individuals are far better able to contribute to the group when they feel they are an important part of the group.
It is not until a person is recognised that they dare to have the courage of their convictions. Identification is always created through recognition, through the relationships within which you interact. Recognition has nothing to do with agreement, but is all about creating opinions. Working in an appreciative practice makes room for us, for example as a management group, to be perceived in a new way. Experiencing recognition therefore becomes crucial to reflection, developing new perspectives, taking new stances and subsequently acting in new ways. It then becomes possible to identify oneself with someone else's perspectives and to bring out more nuances. We must not forget that it is the recipient who determines whether or not the message is appreciative. That is, whether or not a reprimand/stern telling-off can, in principle, be appreciative.
3. Handling goals and subsidiary goals (having influence):
As humans we have a strong need to organise our own work, i.e. to decide for ourselves how we achieve our goals. Establishing such possibilities for our staff puts them in a far better position to maintain much more creative work patterns. It is very important that subsidiary goals and goals are balanced and that the expectations the involved partiers have of each other match in terms of the following 3 aspects:
- · Social
- · Personal
- · Professional
If these three aspects are balanced it will be possible maintain high momentum.
The object of balancing expectations is on the one hand to create a sound framework for the individual and on the other to generate a discussion which emphasises the issues of greatest importance for the individual. Additionally, it is a question balancing thoughts, realms of understanding and conduct so that all the parties involved have a clear picture of:
- · Who does what?
- · How we do things?
- · Who are our stakeholders?
- · When do we start and when must we be finished?
- · Who tells us that we are finished?
- · Where and how do we offer to contribute to new initiatives?
If you are good at balancing expectations, your team or group will be better at positioning themselves end to end, so to speak, with a view to achieving greater/better results with greater momentum. A spin-off of this is less stress and performance anxiety and greater willingness to stretch oneself that extra metre for the others in the group.
