Volume 2 Issue 1

Perks are not Enough: Motivating our Minds

These are different times and front running organizations know that the old autocratic form of managing is not only unjust, but entirely inappropriate. Today, good management is one that recognizes the true value of each human contribution. While the news of this shift is good, the transfer of these values can be complex. While management styles tend to be more team directed, organizations worry their best minds are being lured away or fear labour disruption. Their response is to increase the perks being offered to employees.

What's missing? The actual intellectual potential of employees is being left untapped. Organizations are resorting to band-aid solutions with a slew of incentive programs. These range from bonuses for production and attendance, to share incentives, exercise rooms, special dinners, shopping trips, coupons, special events, golf weeks, raffles and conferences all in an attempt to maintain stability.

The business book market offers a wide buffet of solutions to organizational difficulties with hugely seductive claims. And yet, none thinks to explore what researchers have been pushing organizations to address for decades --- the innate intrinsic motivation of individuals. In its most basic form, intrinsic motivation allows us simply to enjoy our work. Rather than, as in extrinsic motivation, for the tangible reward it might bring us. Studies demonstrate we are more apt to persevere, work harder and produce higher quality work when our levels of intrinsic motivation have been triggered. The result is real progress without resorting to excessive bells and whistles. It's both simple and cost effective.

The intrinsically motivated individual is creative. This means being able to communicate ideas, while thinking through ways to improve a variety or work related issues. This individual wants to problem solve, and desires positive change. Remarkably, ego is not part of this person's make-up, only the desire to find satisfaction in the work itself.

Yet, not every task or job can be interesting. But, if the work environment becomes directed toward creating a place for intrinsic motivation, each intrinsically motivated individual will find ways to make often surprising contributions. Nor should it be forgotten, that most of us are intrinsically motivated to some degree. The priority should be in ensuring that such enthusiasm is not nullified by restrictive managing procedures. Too many of our skills are under utilized. Skills that range from technical expertise to human development. To create an intrinsically motivated environment, hiring practices need to shift to include questions that draw these qualities out of candidates. More than this though, is the importance of committing to a new work environment at every level in the organization.

The benefits far outweigh the difficulties of implementing such an environment. Surely, this is more cost effective than the scramble to invent yet more perks to cajole employees to stay or to remain quiet. By drawing on the intellectual resources of employees already in the workplace, and assuring new hires meet this challenge, the organization may find itself a leader in productivity, quality and human resources. An example others are surely going to want to follow. With work so much a part of our existence - rewarding work is an ever enticing motivator.

Dr. Helen Ramirez is an associate consultant at The Tamarack Group.