Successful managers have long known that to do the right, its employees motivated by external incentives, not clever undertaking. You think this is a less effective but nonetheless exhausting concept.
Safe: A master may force the team by sanctions threatened, for example with the reduction of wages or even the throw overboard. He will probably even be successful, though rather short-lived. With this motivation, but to do hardly anything .
Something else is driving on incentives that are provided for a specific performance in view. First of all there are financial incentives , such as through a variable compensation.
But even those premiums usually lead only to short-term effects. Incentives, one of the classic extrinsic motivators, it might be, a staff member to arrange for short term in a plot to make such an additional workload. The same result can be achieved even with the threat of a penalty - which is in difficult times easy.
Experience shows that the extrinsic motivation is not of long duration , demanded much of the executive power - and the medium term even is counterproductive. Thus we observe can be related to variable compensation is a "plateau effect": people who have received this year by reason of their performance, a premium of 2,000 € to be next year, no further premium of 1.500 € perceive as motivating incentive but rather as a "cut their pay." Instead of looking forward to an additional income of 1,500 €, the employees feel, lower by 500 € total content than last year have received - for the premium of the previous year is already more than an additional, but as part of the usual remuneration experienced. Each new incentive can only be set by this plateau. A typical example of the impact of financial incentives pan !
In contrast, I think the thesis of Viktor Frankl, who sees meaning in the experience of the key motivator for the everyday management suitable . The formulated by him basic idea of a "sense-centered motivation" is simple and obvious: The experience of meaning is the strongest motivation for a man. Such employees are highly motivated to act out of inner conviction work exceptionally successful - and are far from falling into operational stress.
To avoid any misunderstanding: the case is not meaning-oriented motivation is a question that an employee chooses the tasks to Him be fun - but it is important that he, the task entrusted to him as useful experienced. There are plenty of activities which, while unpopular, but necessary to achieve the goal. Examples include the technical documentation or the project's final report. So you do not push service according to plan, but establish a coalition of the willing. Because motivation is created by sense and context - and not by day-definite schedules.
PS: This idea is also available as a podcast . falling
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