How do we motivate people? How can we improve engagement?
When did you last enjoy your work? And why?
Business leaders and human resource managers consider the “lack of employee engagement” one of their top priorities. But why do many workers not feel engaged?
Without motivation, nothing would be produced. Firms exist to coordinate and motivate people’s economic activity. - John Roberts, “The Modern Firm”
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A motivated worker is not necessarily an engaged worker.
Technically, we cannot make people feel motivated or engaged. But we can certainly set up the right conditions that maximize the probability that it will happen (even though success is never certain).
Managers are responsible for making engagement a built-in property of the organization.
Is employee engagement about intrinsic or extrinsic motivation? Does an author write books because she loves the writing process? Or because she loves the support and encouragement from readers? Maybe a bit of both?
The CHAMPFROGS model deals specifically with motivation in the context of work-life. It consists of ten motivators that are either intrinsic, extrinsic, or a bit of both.
The CHAMPFROGS model is influenced by several other models of human motivation. • Two-Factor Theory, Frederick Herzberg • The Hierarchy of Needs, Abraham Maslow • Theory of Self-Determination, Edward L. Deci and Richard M. Ryan • 16 Basic Desires Theory, Steven Reiss
Curiosity The workers have plenty of things to investigate and to think about.
Honor Workers feel proud that their values are reflected in how they work.
Acceptance Colleagues approve of what people do and who they are.
Mastery The work challenges people’s competence but it is within their abilities.
Power There’s enough room for workers to influence what happens around them.
Freedom People are independent of others with their work and responsibilities.
Relatedness People have good social contacts with the others in their work.
Order Workers have enough rules and policies for a stable environment.
Goal The people’s purpose in life is reflected in the work that they do.
Status People have a good position and are recognized by their colleagues.
Managers must seek ways for the CHAMPFROGS motivators to become systemic properties of the firm. For example, laboratories and research centers typically satisfy people’s need for curiosity.
Which companies have which motivators built into their system? What about your organization?