Motivation Series: Integrated Motivation
Human interaction requires a multidimensional approach to understanding how employees are motivated. Approaching motivation through a multidimensional lens includes economics, decision making, sociology, and psychology (Steel & Konig, 2006). The key is understanding the dispositions and temperament of what makes an employee tick. Westbrook's (1982) paper concluded: "To sustain itself as a progressive, productive organization, an organization must utilize behavioral theories, have a flexible, adaptive organization, and finally have effective organization systems that involve the total organization." Westbrook's research emphasized the use of multiple behavioral theories. An example he offered includes a system where a fair wage and salary plan with a merit review system at the helm to motivate employees. Let's explore further.
Integrated regulation undergoes self-examination, internalizes, and integrates the rationale behind an action. The Integrated motivation model is formula-driven, combining environmental (external) influences on behavior and internal psychological constructs and processes about goal-directed effort, performance, consequences, and outcomes (Keller, 2008). As a leader, the challenge remains on how to link the theories to enhance behavioral outcomes, including inter-relationships. We begin by explicitly recognizing that opportunities can aid or hinder the individual effort.
For the series, it is essential to understand a few critical points without pursuing too much of the sciences. CPR LLC dissects the data in digestible bits for your practical day-to-day operations. The focus should be placed on the following when assuming the integrated approach to motivation. A leader must understand the following:
1-the employees' goals direct behavior
2-theories can be integrated for a positive outcome
3-employee will exert a high level of effort if they perceive the relationship between effort and performance, performance and rewards, and rewards and satisfaction of personal goals.
4-performance-reward relationship will be vital if the individual perceives that it is performance-driven rather any form of nepotism, favoritism, or seniority
5-Employee's motivation is high when the noted reward meets the dominant needs of the individual's goal.
6-the high achiever is internally driven as long as the tasks provide personal responsibility, feedback, and moderates risks.
7-the high achiever is not concerned with the effort-performance, performance-rewards, or rewards-goals linkages.
8-employees with a strong need for meaningful and fulfilling work will likely increase internal motivation.
Bottom line, as the leader, theories may be used in a complementary manner. Understanding the technique is the first step. Having a keen understanding of the intrinsic and extrinsic motivation variables is an excellent first step to developing high-performance teams in a small business.
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