Small gestures and verbalizations by managers and organizations can have a large impact on employee productivity, motivation, engagement, and retention – for better or worse.
Dan Ariely’s research at Duke University showed the small changes in task design dramatically increase or diminish persistence, satisfaction, and commitment to tasks.
The good news is that by simply looking at something that somebody has done, scanning it and saying ‘uh huh,’ [you] dramatically improve people’s motivations…. The bad news is that ignoring the performance of people is almost as bad as shredding their effort in front of their eyes. …,” according to Ariely.
Ariely’s lab experiments found that volunteers valued and liked their work product more when they worked hard and managed obstacles to produce it.
In addition, most people believed, often inaccurately, that other observers shared their positive view of their work product,
His research concluded that people seek meaning, challenge, and ownership in their work, and that these elements can increase work motivation and persistence.
Holocaust survivor and psychiatrist Viktor Frankel articulated this existential perspective in his examination of the critical role that meaning played in the enabling survivors of concentration camp prisoners in Man’s Search for Meaning.
In the less extreme circumstances of the workplace, finding and assigning meaning to work efforts enables people to persist in complex tasks to achieve satisfaction in mastering challenges.
Harvard’s Rosabeth Moss Kanter concurred that both meaning and mastery are productivity drivers, and to these she added a social dimension, membership, and a distant runner-up, money.
In contrast, one of the early though leaders in business management, psychologist Frederick Herzberg, developed a classic formulation of motivational factors contrasted with “hygiene factors.”
His two-factor theory of motivation did not include meaning or money as driving job satisfaction or productivity.
Shawn Achor, formerly of Harvard, argues that happiness is the most important work productivity lever.
To support his contention, he cited research findings that happy workforces increase an organization’s sales by 37 percent, productivity by 31 percent and accuracy on tasks by 19 percent.
Whether you work for mainly for meaning, money, or other motivations, you may agree that an ideal workplace and manager would foster all of these contributors to employee engagement and productivity.
-*What is the most important work motivator for you?
-*How have you seen managers increase employee engagement and performance through words and actions?
- Passion, Purpose, “Personal Mastery” in Work and Life
- Finding Work You Love, Measuring Your Life
- Why Organizations Care about Employee “Happiness”
Blog |Kathryn Welds| Curated Research and Commentary
LinkedIn Open Group Psychology in Human Resources (Organisational Psychology)