Читать книгу Motivating Today's Employees - Lin Grensing-Pophal - Страница 8

In the l950s, industrial psychologist Frederick Herzberg found that certain job factors caused worker dissatisfaction and poor performance when they fell below a certain level. Yet these same factors failed to increase job performance once they reached an optimum level. He labeled these factors maintainers because they maintain a certain level of productivity. Maintainers include —

• salary,

• job security,

• company policies, and

• administration.

Once these factors reach an optimum level, merely providing more of them, according to Herzberg, will not produce an increase in productivity.

For example, consider the experience of a high-school student whose first job is as a front-counter clerk in a fast-food restaurant. The student is hired at minimum wage and is satisfied with the pay, company policies, and administration. The student is motivated to perform and is excited about the opportunity to earn money for the first time. That excitement lasts for the first several months on the job; the student performs well and even receives a pay increase after three months. But once the initial eager phase is over, the student starts to feel restless and a bit bored. It’s not the money. It’s not the policies or procedures. It’s not the administration. What is it?

According to Herzberg’s theory, the missing ingredient is motivators.

Herzberg identified several sources of job satisfaction, which he called motivators. Motivators include —

• achievement,

• recognition for achievement,

• the work itself,

• responsibility, and

• advancement.

Motivators make employees work harder. The more motivators there are, the harder an employee will work.

What sort of motivators might make this student work harder?

Achievement. This might involve learning new things or taking on new responsibilities.

Recognition for achievement. Recognition could entail pay increases, but it also includes less tangible forms of recognition, such as praise from management and colleagues, awards (certificates, plaques, an article about the employee in the organization’s newsletter, etc.).

The work itself. A talented and enthusiastic high-school student will quickly learn the responsibilities of being a front-counter clerk in a fast-food restaurant. How could the work itself be changed to provide more variety or more challenge?

Responsibility. When an employee first starts with a company, he or she is not given a great deal of responsibility. The manager or supervisor may watch him or her closely for some time and be reluctant to allow the employee to take on responsibility and make decisions — even minor decisions. As the employee grows in the position, however, the opportunity for more responsibility — the ability to make independent decisions, to participate in special teams or task forces, or to initiate new projects — can provide motivation.

Advancement. For many employees, advancement can be a motivator. In this case, the front-counter clerk may be motivated by advancement to assistant supervisor of front-counter clerks, or some other position that is higher in the fast-food restaurant’s hierarchy.

Herzberg’s point is that maintainers merely maintain a behavior. More salary, more job security, better company policies or better administration may provide a certain level of satisfaction for the employee, but these maintainers will not generate “a feeling of interest or enthusiasm that makes somebody want to do something.” Only motivators will do that.