Motivation

Introduction to the concept of motivation

A motive can be defined as an “emotion or desire operating on the will and causing it to act” (Merriam-Webster.com Dictionary, 2020). In this respect, “motivations provide the motor for behaviour” (Fiske & Taylor, 1984, cited in Pincus, 2004, p. 375). Motivation in the work context means how much an employee is willing to contribute towards organisational goals. While each employee may have several, different needs, managers should try to understand which motivators drive organisational performance (Lee & Raschke, 2016).

There are mainly two different types of motivation: internal and external, which can both have either positive or negative outcomes; see the motivation matrix in Exhibit 1. Internal motivation means that a person’s drive to accomplish his or her goals comes from within, and it is determined by the individual’s own values and goals. In contrast, external motivation refers to motivating sources outside the individual (Plant & Devine,1998). 

Exhibit 1: Motivation matrix

Source: Jim Taylor, cited in Casalino (2020). 

Remote work can be motivating and demotivating

Most interviewees shared that motivation is important, both from the perspective of being motivated (as an employee who is working from home) and from the perspective of the manager (who is trying to motivate his subordinates to hold up their spirits and get the work done). Some people stated that they are able to motivate themselves (internal motivation) and others like to be recognized and praised (external motivation); even if it is (“only”) via a video call or in a Zoom meeting. As a result, motivation seems to be dependent on the personality of the person but also on the efforts made by the managers. 

In our interviews we could observe two opposing tendencies regarding motivation: For some people the opportunity to work from home means a huge gain in terms of flexibility and work-life-balance, which stimulates motivation. In contrast, because of the strict (“depressing”) obligation to stay at home due to the pandemic in general, after several weeks of feeling “locked-up” this positive effect wore off and even led to health problems for some. As a consequence, the ideal solution in a time after COVID for many would be a hybrid model, allowing for remote work (which can be both home office and mobile office work) from time to time while always having the opportunity to go back to the office.

Motivation techniques

When asked what supervisors did to motivate them, employees mostly mentioned empathic and integrating behaviour (here some examples):

• “Tries to integrate me into the team”
• “Proposes tasks and topics”
• “Finds the time to talk with me one-on-one”
• “Has an understanding of the situation”
• “He likes to be present even if we are not physically together”
• “He recognizes my achievements and share it with the team”
• “Empowers me to always do my best”
• “I flourish when I can do something creative”
• “There are regular slots for motivational talks, including mental health issues”

Managers approached the question of motivating their employees from two different perspectives: One relates to the direct motivating communication with their staff, making sure that they are feeling alright (thereby using empathy and open feedback loops):

• “We are praising more than before, showing appreciation wherever we can”
• “If he doesn’t hear from me in days, he would usually call me and see how am I doing”
• Constantly implementing new initiatives that motivate the people to get get engaged
• “Offering trust and respect but asking for results as well”

The second perspective is concerned with providing a motivating work environment, for example by 

• Scheduling more regular and shorter digital meetings,
• Allowing for “digital breaks”, including organised digital events such as training courses during working hours (e.g. yoga) and cultural activities
• Arranging fun-related events like “showing your home office”
• Allowing for taking home chairs from the office
• Encouraging employees to meet with clients or colleagues outside the home, e.g. in cafes (with secure distancing)
• Removing all demotivating factors, like control or fixed working hours

In addition to these observations, there may also be some institutional factors that have to be taken into account: It seems that people working with standard processes, such as in administrations or production, do often not adapt well (if at all) to a remote work environment. In addition, the personality of the employees plays a role in the adaptation process, which may even result in the need to replace people eventually, as one manager assumed.

Comic Strip: "Low Motivation"