What makes people do what they do? Why do some people succeed while others fail? The answer just might be motivation.
Motivation is literally the desire to do things. It’s the difference between waking up before dawn to pound the pavement and lazing around the house all day. It’s the crucial element in setting and attaining goals—and research shows you can influence your own levels of motivation and self-control. So figure out what you want, power through the pain period, and start being who you want to be.
Many people are driven by the knowledge that they will be rewarded in some manner for achieving a certain target or goal. Bonuses and promotions are good examples of the type of incentives that are used for motivation.
1. Analytical types want to know that a project is valuable, and that their work makes a difference to its success. They need a leader who excels in a particular area, and whose expertise they believe benefits the group. They prefer compensation that is commensurate with their contribution. If they have done a tremendous amount of work on their own, don’t expect them to be happy if you reward the whole team.
2. People who are “structural” by nature want to know their work aids the company’s progress. They prefer a leader who is organized, competent, and good with details. They like to be rewarded in writing, in a timely manner, in a way specific to the task. An encouraging email is appropriate to communicate with them.
3. Social people want to feel personally valued, and that what they are doing has an impact on a project. They go the extra mile for a leader who expresses faith in their abilities. They prefer to be rewarded in person with a gesture that is from the heart. If your own preference is for written communication, send a handwritten note to a particularly social employee.
4. Innovative employees must buy into a cause. To them, the big picture matters more than the individual who is leading the charge. They prefer to be rewarded with something unconventional and imaginative, and would find a whimsical token of your esteem very meaningful.
5. Quiet staffers don’t need a lot of fanfare, but they appreciate private, one-on-one encouragement.
6. Expressive people feel more motivated when assignments are openly discussed and an open door is available. They like public recognition, with pomp, and ceremony.
7. Peacekeepers hope everyone will move in the same direction. They’ll never demand a reward or recognition, so it’s up to you to offer it.
8. Hard-drivers are independent thinkers. If they agree with you, they’ll be highly motivated. They will let you know what they’d like as an extrinsic reward, and they tend to want whatever it is right away.
9. Those who are focused team members must have confidence in the leader and in the project, or their motivation may falter. They want know up front what kind of reward they can expect. Make sure you follow through on whatever is promised.
10. Flexible people go along with the team, as long as a project does not contradict their morals or beliefs. They’re also happy with any kind of recognition.
Types of Motivation Incentive
- Fear
- Achievement
- Growth
- Power
- Social
Fear
Fear motivation involves consequences. This type of motivation is often one that is utilized when incentive motivation fails. In a business style of motivation often referred to as the, “carrot and stick,” incentive is the carrot and fear is the stick.
Punishment or negative consequences are a form of fear motivation. This type of motivation is commonly used to motivate students in the education system and also frequently in a professional setting to motivate employees. If we break the rules or fail to achieve the set goal, we are penalized in some way.
Achievement
Achievement motivation is also commonly referred to as the drive for competency. We are driven to achieve goals and tackle new challenges. We desire to improve skills and prove our competency both to others and to ourselves. Generally, this feeling of accomplishment and achievement is intrinsic in nature.
However, in certain circumstances be motivation for achievement may involve external recognition. We often have a desire or need to receive positive feedback from both our peers and our superiors. This may include anything from an award to a simple pat on the back for a job well done.
Growth
The need for self-improvement is truly an internal motivation. A burning desire to increase our knowledge of ourselves and of the outside world can be a very strong form of motivation. We seek to learn and grow as individuals.
Motivation for growth can also be seen in our yearning for change. Many of us are wired by our personality or upbringing to constantly seek a change in either our external or internal environment or knowledge. We view stagnation to be both negative and undesirable.
Power
The motivation of power can either take the form of a desire for autonomy or other desire to control others around us. We want to have choices and control over our own lives. We strive for the ability to direct the manner in which we live now and the way our lives will unfold in the future.
We also often aspire to control others around us. The desire for control is stronger in some people than others. In some cases, the craving for power induces people to harmful, immoral, or illegal behavior. In other situations, the longing for power is merely a desire to affect the behavior of others. We simply want people to do what we want, according to our timetable, and the way we want it done.
Social
Many people are motivated by social factors. This may be a desire to belong and to be accepted by a specific peer group or a desire to relate to the people in our sphere or in the larger world. We have an innate need to feel a connection with others. We also have the need for acceptance and affiliation.
A genuine and passionate desire to contribute and to make a difference in the lives of others can be another form of social motivation. If we have a longing to make a contribution to the world around us, it is generally a sign that we are motivated by social factors.
The real importance of understanding the different types of motivation is in our ability to determine which form of motivation is the most effective for inspiring the desired behavior in either others or ourselves. None of these styles of motivation is inherently good or bad, the positive or negative outcome is truly determined by the way they are used.
5 main Importance of Motivation in Modern Organizations:
1. Productive use of resources:
Modem organization work through physical, financial and human resources. The utilization of physical and financial resources depends on the willingness of people to work.
Motivation enables people to convert physical and financial resources into useful products. It helps management to get the best out of human as well as non-human resources.
2. Increased efficiency and output:
Motivation enables people to work enthusiastically. Performance is a product of not merely ability to do a task but the willingness to do the same with zeal and enthusiasm. Motivation bridges the gap between the overall efficiency and output. This, ultimately, helps in reducing the cost of operation.
3. Achievement of goals:
Motivation causes goal directed behavior. It helps people to move in a desired direction and earn rewards. In organizations where managers try to understand the needs of employees and institute appropriate incentive systems, accomplishment of goals in fairly easy. If people are not properly motivated, no useful purpose can be served be planning, organizing and staffing functions.
4. Development of friendly relationships:
Motivation brings employees closer to organization. The needs of employees are met through attractive rewards, promotional opportunities, etc. employees begin to take more interest in organizational work.
Their morals are high. They begin to think that the enterprise belongs to them and the interests of the enterprise are their interests and there is no difference between them. This helps in developing cordial relations between management and workers.
5. Stability in workforce:
Attractive motivational schemes satisfy the needs of employees. As a result, their commitment to organizational work increases. Employees do their tasks loyally and enthusiastically, they are not tempted to leave the organization. This means reduced employee turnover. Further, satisfaction on the job means reduced absenteeism.
Finally: If your actions inspire others to dream more, learn more, do more and become more, you are a leader.
Sami Houssami 