Motivation Theories Part 2

By Dave Gannaway

Since every human is individual and unique there exist many motivation theories that cater for them. We have already provided the theories of Maslow, Herzberg, and Vroom and Alfie Kohn. Articles on Intrinsic and Extrinsic motivational theories, all of which provide the solid, academic, roots of the subject. Each of the motivation theories assume that you, (the employee or the individual) are intrinsically interested in the subject or work … that you, have the desire to learn more or approach the subject with greater enthusiasm. In the business environment the managers would take on this responsibility of initiating suitable motivation.

There are many motivation theories that come from the world of professors, psychologist and the like. These academic studies whilst well founded hold little water with the CEO who is watching his productivity drop and cash-flow diminish. The most valid motivation theory for him comes from the experience of the employers and managers who have apples on their tree! Those who have observed and implemented practical ideas that work based on their own personal knowledge in the workplace.

The School of Hard Knocks

I have talked with respected and successful employers and entrepreneurs on the subject of motivational theory and their typical answer seems to be:

• You cannot motivate other people. You cannot steer a stationary car! You can talk and cajole people all day long but if their heart is not in it, they’re dead meat. They are just another burden on your precious recourses. Unless you are a charity, this group of employee’s can only damage you and the other employee’s around. In fact, this category, the non starters, should have been eliminated at the job interview stage.

• Focus on employing staff that are alive and have vitality! One living, breathing, vital employee is worth five collage graduates who brag about their degree’s but are dead from the neck up. They are often constipated by their diet of books. Staff with vitality are eager to learn and produce for you what is required. The candidate with all the degrees will likely want to tell you what you are doing wrong!

• Treat people as you like to be treated. Employees are people too! Treated with respect and kindness and they will respond that way. They go to work for the same reason as you … to earn a living. When you respect that in them, guess what, they will generate their own motivation for work.

• Build working relationships, know your employees, what they like, where they come from, their family. People respond to you when they think you care about them. Explore their skills and expertise. That often have valuable skills and abilities up and beyond what appears on their resume.

Well I’m sure you may think the above motivation theory is a little extreme. But understand, I do not have the down on graduates or academic qualifications. They are just great, but when faced with the hard reality ‘out there’ in the real world of commerce, qualifications mean very little. They provide nothing you can take to the bank.

I recall wanting a greater understanding of hypnosis and managed to wangle myself into the hypnosis section of a degree course at the university. After just completing just that little section of the course I was soon up and running using hypnosis in my practice. My professor was furious with me. She indignantly exclaimed that she had been studying the subject for many years and yet, after such a short time, I was using it to generate money in my business.

Now, I do not have a college degree, nor do I have much education, but I have succeeded in business. When I have a vital interest in something I gather everything I need to know and put it to work. True there are no diploma’s on the wall, but there is money in the bank and the wisdom of many years in my head, equal to anything printed on any page.

You May Also Enjoy These Related Articles:

Motivation Theories Part 3

Goal Motivation Theory

Equity Theory of Motivation

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