PAPERmaking! FROM THE PUBLISHERS OF PAPER TECHNOLOGY Volume 2, Number 2, 2016
Bosses should also behave in ways that allow managers to use their inner resources, including giving feedback in ways that encourage problem solving rather than imposing solutions. They should listen to managers’ ideas, understand their interests and preferences, and find ways to align organisational needs with work that is personally meaningful. 2. Creating rewards systems that affirm . Extrinsic rewards are a fundamental part of organisational life; their impact depends on how the rewards are designed and administered. Affirming rewards recognise managers for fulfilling important, challenging goals. Common rewards such as pay increases, bonuses, stock options, promotions, and recognition are affirming if they are tied to important goals and are not administered in an oppressive manner. Being rewarded for achieving such goals boosts managers’ feelings of competence and task mastery. Managers’ sense of their own capabilities is enhanced, thereby increasing their internal motivation. 3. Minimising organisational politics and promoting fairness . In many organisations, the environment is highly politicised and managers feel that they must engage in political behaviour (e.g., connecting to players with clout, manipulating others, stifling honest criticism, going along with others’ ideas and actions) to maintain or advance their own status. Such an environment interferes with managers’ internal motivation, as they work to maintain their image and gain external approval rather than acting from within. Organisational systems and leaders should ensure that rewards and promotions are based on valid measures of qualifications and performance rather than connections to powerful people. By all means, offer the compensation, benefits and perks that employees need, deserve, and expect. But, for the most positive outcomes, be sure to pair that with an environment that fosters internal motivation.
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Article 10 – Motivation
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