While some may still believe that professional motivation is a mysterious and unteachable concept, most now understand that organizations play a vital role in shaping this factor.
Management theories have evolved, and scientific studies are uncovering psychosocial aspects that challenge our old beliefs about motivation and professional performance.
Glucksberg (Princeton University), Dan Ariely (Duke, MIT), and Bernd Irlenbusch, as discussed by authors like Daniel H. Pink, highlight that companies are responsible for creating environments where employees can flourish, give their best, and find the motivation to develop professionally.
Studies by researchers like Sam Glucksberg (Princeton University), Dan Ariely (Duke, MIT) and Bernd Irlenbusch reported by authors such as Daniel H. Pink as discussed by authors like Daniel H. Pink, highlight that companies are responsible for creating environments where employees can flourish, give their best, and find the motivation to develop professionally. We must begin to relativize the simplistic point of view that a bonus or a commission will get a professional to achieve a goal, since these scientists show that these conditioning factors work in some circumstances, but if what we need is to sharpen conceptual skills such as thought or creativity (all those that cannot be automated) we will need much more than a monetary reward.
In the Knowledge Economy, it is no longer enough to reward someone, but we must ensure that other skills related to intuition or creativity are developed in companies. This type of intrinsic motivation has the power that a person can develop even beyond their own limits or what they themselves thought, but organizations are responsible for generating an environment, a culture, processes that do not not paralyze but rather promote talent and let it flow.
We must move beyond the simplistic view that bonuses or commissions alone can motivate professionals to achieve their goals. These scientists show that while extrinsic rewards work in some situations, developing conceptual skills such as creative thinking, intuition, and problem-solving (skills that cannot be automated) requires more than monetary incentives.
In the Knowledge Economy, rewarding someone is just one part of the equation. Companies need to foster intrinsic motivation by creating a culture and environment that promotes talent and allows it to flourish. Intrinsic motivation has the power to drive individuals beyond their perceived limits.
Effective people management means presenting challenges, setting clear goals, and recognizing employees for their contributions to the team. Goals that employees can meet or surpass boost their engagement and affiliation. Ignoring their performance is almost as detrimental as undermining their efforts. Simply paying attention to their work can significantly increase their motivation.
Today, professionals decide how much effort, attention, importance, and connection they invest in their work. Dangling a financial reward as a motivation tactic falls short. It's essential to add meaning to the work, provide individual challenges to improve their skills, cultivate a sense of belonging, offer a meaningful identity, and instill pride in participating in projects that genuinely impact their lives.
By focusing on these aspects and exploring how to stimulate them in the workplace, we can make people both more productive and happier.