Why Employees are Not Motivated

In motivating employees managers need to match the goal and the rewards based on the employees’ needs. They need to find out why employees are not motivated and remove the inhibiting factor.

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Several years ago a Harvard Business Review study identified eight reasons why workers may not be motivated to work.

First, the goal is too distant. It’s difficult for people to be enthused about something that is too far in the future. Long-term goals should be broken into smaller, more immediate actions. Immediate goals with immediate payoff have the greatest odds of motivating employees.

Second, the payoff is too small. The reward is not worth the energy and effort required to perform the task. If employees feel the task is huge and the payoff is small, they will be reluctant to take on the responsibility.

Third, the path to the goal is too difficult. If it will take a Herculean effort to perform the work many employees will pass on the task. Again, it’s not worth the effort when one sees the hoops that must be jumped through to achieve the end result.

Fourth, the goal satisfies no personal need. There’s no clear benefit to the individual for accomplishing the task. Before starting a task, employees invariably want to know what is in it for them. Employees tune in closely to station WII-FM (what’s in it for me). If the accomplishment of the task does not fulfill a personal need, the employee may be less inclined to do it.

Fifth, the individual’s personal need can be satisfied by a different goal. For example, an employee who enjoys the recognition he or she receives while visiting excessively with colleagues in the break-room may not be motivated by supervisory recognition for staying on task.

Sixth, the employee denies the goal satisfies a personal need. Managers often use increased responsibility or greater company exposure as motivational tactics, only to discover the gesture had the opposite effective. Some employees fear the accountability that comes with new responsibilities. Others may be nervous in the presence of upper management. Although the employees may wish to advance, they decline a promotion because of these fears.

Seventh, the employee is focused on a lower level need. It’s often difficult to get excited about a new title or office if the anticipated pay raise does not come with it.

Finally, the employee lacks the skill to perform the task. If the employees do not feel confident performing the work, no amount of persuasion can get them to do it. People who do not have the skills to do the job cannot do them even if a gun were pointed at their heads.

In motivating employees managers need to match the goal and the rewards based on the employees’ needs. They need to find out why employees are not motivated and remove the inhibiting factor.

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Innovative Management Group offers a variety of executive, manager and supervisor training programs on performance management issues. Please contact us for a list of our customized training courses.