The work of many researchers has found that the first three motives tend to increase performance, while the latter three hurt it. We found that the companies most famous for their cultures — from Southwest Airlines to Trader Joe’s — maximize theis when you are motivated by the work itself. You work because you enjoy it. A teacher at play enjoys the core activities of teaching — creating lesson plans, grading tests, or problem solving how to break through to each student.
These indirect motives tend to reduce performance because you’re no longer thinking about the work—you’re thinking about the disappointment, or the reward, or why you’re bothering to do it at all. You’re distracted, and you might not even care about the work itself or the quality of the outcome. Take for example the airline industry. Players share the same terminals and use the same planes, but customer satisfaction differs widely across carriers. When we measured the total motivation of employees of four major airlines, and compared their cultures with an outcome like, we saw that an organization’s culture tightly predicted customer satisfaction.
Company culture is how you provide and meet motivational needs! It is what makes or breaks employee engagement!
Very insightful. It is so wonderful when we find purpose and potential in our jobs.
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Mr_Crome
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Interesting read. Companies need to invest way more time and focus on their employees than they generally do.
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