Editorial: Motivators

mo-ti-vate \ vb -vat-ed; -vat-ing: to provide with a motive.

mo-ti-va-tion adj \ mo-ti-va-tor n

mo-tive \ n: something (as a need or desire) that causes a person to act.

Why do we do what we do? What motivates us? What motivates a company to go a certain direction or to institute a particular program? Due to the transition of the Quality Systems Department, and with new managers more involved in the day-to-day direction of the corporate quality program, I have had several questions that ask, “Where did the structure for our quality program come from?” and “Why was it designed that way?” In other words, what was our motivation?

Even though individual differences exist, there is much common ground to what motivates us. Generally speaking, our systems (bodies) are motivated to do what is necessary to survive. We all want to breathe, eat and stay healthy. These are common, generic drivers for all of us. The major differences between us are not the common, generic drivers, but the specific details of how we make those things happen in our lives. What motivates us to live our lives in the manner we do? What motivates our companies to carry out business the way we do? What motivates our corporations to establish the policies they do?

I want to address the motivators of quality in our organization from three perspectives:
1) the corporation (or company),
2) the plant, and
3) the employee.

This will be a two-part editorial concerning motivation. It is based not only on my beliefs and experiences but also on many articles, studies and surveys in business and industry.

For this issue I want to begin with the third perspective­­–the employee, the individual. Why? Because this is where it starts. It does not matter whether you are referring to a family, a team, an army, or a company. They are all made up of individuals. One individual can create havoc or provide encouragement in a family, on a team, or in a company. Whether you are talking about the entry-level job in your organization or the CEO of the organization, the individual’s beliefs, attitudes and principles are going to decide what his or her personal motivators will be. First let me address the obvious answer that is truly not the answer­–money.

This is a very sensitive issue, and some will disagree with my position. However the statements that follow are not only my beliefs, but are also supported by many studies, both industrial and psychological. Money is only a short-term motivator. It will not make a poor job better. It will not make a hard job easier. Regardless of the amount, money has never caused someone to be completely satisfied–many times just the opposite. The more one has, the more he buys, and the more he wants. Quickly, before some of you begin thinking this editorial is just “guff”, let me say, “Don’t confuse the difference between something being important and being a motivator.” Money is important. Regardless of whether we are talking about the government, industries and businesses, charities or people, money is necessary to do business in our society. Sometimes it may be an indicator as to whether we feel employers or managers recognize or value our work. But rarely will it provide job satisfaction. Rarely does it motivate us. We may go to a job because of a higher income, but rarely does a person leave and the only reason is a raise. Many times when people say they are going to another job because of higher pay, there are other reasons involved. So, if not the paycheck, then what does motivate us?

Most studies (and I believe most people also) list intrinsic values and morals as the main motivators. What is meant by intrinsic values and morals? These are the things that are inherent to the human nature; things like respect, courtesy, and trust. All of us want to be respected. We want to be respected for who and what we are. We want to be respected for what we do. People need to feel that their contributions to the organization are important. This is often a reflection of the respect shown to that person and the task he or she performed, as well as the recognition and credit received for a job well done. It must be sincere and not patronizing.

Recognition is a powerful motivator when we are children, and that feeling is carried into our adulthood. If people did not agree that courtesy was a motivator, they would have a difficult time proving that being discourteous to an individual was not de-motivating. This is especially true when the lack of courtesy comes from a supervisor or manager. While being discourteous to an individual can result in poor or defeated attitudes, a little courtesy can lift the “feeling ceiling” for almost anyone. It requires a little effort to be polite. It requires you to think of the other person’s feelings and needs. The very fact that you put an effort into considering and responding positively to someone else’s feelings will be a morale booster and eventually a motivator. Trust is a powerful motivator, but distrust is even more powerful as a de-motivator. Trust is listed as one of the most critical impacts on an employee’s attitude towards his or her company. You will find it difficult to commit yourself to either a colleague or manager that you don’t trust. You are always on the defensive. There is a strong discomfort in working for a company that you feel you cannot trust. When there is no or little concern with believing that the organization, supervisor/manager or colleague is trustworthy, you will not need to expend efforts in “protecting your interest”.

Next I would list empowerment as an important motivator. We have had previous articles and an editorial on empowerment, so I will not spend much time here. Let me make two statements concerning empowerment: First, remember it does not mean that I can do whatever I think is best. Second, you are part of a decision-making team. You are able to participate in choices that can impact your job, work environment and company. Participation is a tremendous motivator as it allows us not only the opportunity to help decide direction, but it shows that someone respects you enough to value your input. Authority motivates. I am not just talking about being bossy. I am referring to a respect for your opinions and ideas that is like E.F. Hutton: when you speak, people listen. I have seen people with no formal supervisory capacity in a company that had tremendous authority due to their level of expertise and the trust and respect people had for that expertise. Authority given is trust given. Someone is depending on you, trusting you to handle your authority with respect to the organization and its people. It is hard for me to mention authority and not mention responsibility. To me the two are dependent on each other. Authority without responsibility is short-lived authority at the best. Responsibility without authority to do the job is not responsibility for the job. Responsibility is again a motivator because it reinforces those basic intrinsic values of trust and respect. Responsibility is given as you believe you can trust someone and respect his or her abilities and attitudes to accomplish the tasks and job.

Lastly I would have to list opportunity as a motivator. We all like to believe that we will have opportunities to grow and mature both personally and professionally in our jobs and companies. This is an area that can be difficult for a company. In the Army it is often said that somebody needed to retire, resign or die so a position could open up for promotion. This sometimes is true of a company that is not growing. As an organization grows, new opportunities can open up in the form of more or even new jobs. We have been fortunate that in Ergon we have experienced continuous growth over the years. But what about in organizations where growth is slow or non-existent? What if our company slows in its growth? What then? I believe that opportunity can come in many forms. It doesn’t have to be a new job. It can be new responsibilities, maybe shared with other colleagues. To me this is the advantage of teamwork. Instead of being trapped in the same old job, we can work together with team members tackling problems, creating more efficient operations, and developing better work environments. Teamwork provides an atmosphere that carries us back to our intrinsic values. We want the respect of the other teammates. We want to be treated in a courteous manner when working with our teammates. We want to know we can trust them, and we want them to know they can trust us. We can create an atmosphere of opportunity when we are empowered and trusted to do so.

Next issue we will examine the motivators for the corporation and the company/plant.