You own or manage a business.  You have a passion for success which doesn’t seem to be shared by employees.  How can you increase employee commitment?

The first thing to understand about employees as a group is that they are not a group. To be more accurate they are not a homogenous group of people, unless you have successfully implemented a cloning program.  One size does not fit all when devising strategies to build a cohesive and successful team.

Nevertheless, there is a vast body of theory that describes what motivates employees to be active and positive contributors in the workplace.  A grasp on the essentials of theory is a great place to start your team building quest.  Even so, be aware of the need to be responsive to individual differences.

Herzberg theorised that job satisfaction was driven by two kinds of factors; motivation factors and hygiene factors. 

Motivation factors are “higher order” incentives, whilst hygiene factors describe basic conditions and elements that affect job satisfaction. 

Herzberg’s theory substantially draws on Maslow’s Hierarchy of Needs, which proposes that humans cannot satisfactorily meet higher order needs (e.g. relating to sense of identity) until they meet basic survival needs.

Motivation factors create a positive sense of job satisfaction and tend to arise from the nature of the work itself.  Work that;

• allows people to utilise and develop their skills in a challenging context
• recognises successful endeavour, and
• provides high levels of autonomy and responsibility
• is strongly associated with a positive sense of job satisfaction. 

Most of us would recognise this as a valid observation from our own experiences.  However, beware the trap of over-generalising with your employees.  Some are more comfortable in a structured and controlled environment in which personal and professional risk is low.

Herzberg proposes that hygiene factors do not lead to job satisfaction, but absence of some or all of these factors may lead to dissatisfaction with the job. 

Hygiene factors are not intrinsic to the nature of the work, but relate more to working conditions.  Examples of hygiene factors include position or status, the security of the job, the physical environment and amenities, financial and other benefits.  

Here’s some food for thought. As a manager, YOU are a hygiene factor for your employees!  You could be the most amenable manager in human history, but in the absence of sufficient motivating elements to the work, employees may not be committed to the work or business. 

Conversely, if you are seen as an inadequate manager by employees, you are probably the major reason that employees will leave.

On the bright side, that presents you with a compelling motivating factor for yourself - responsibility!

This is where we get to the good stuff - individual differences!  The age old stereotype of the struggling artist working their lifetime in a dank and dusty attic throws up an interesting challenge.  Why do they persevere?

Quite simply, individuals will have different values about what is motivating and what is the “bottom line” when it comes to hygiene factors.  The more motivated an individual is, the greater their tolerance for poorer hygiene factors.  Conversely, the poorer the hygiene factors, the more difficult it may be for employees to access real motivation.

As a manager, you should avoid assumptions about what constitutes motivation for employees.  High levels of autonomy and responsibility may be very undesirable for some people and challenge their sense of safety in the workplace.  Delegations should be considered in the context of the employee’s sense of competence and confidence.  (The situational leadership theory suggests an approach to delegating to employees based on their competence and willingness to perform.  You may find it helpful to read more about this). 

We share a common wisdom that says the most important part of any work environment is “the people”.  Humans are the source of knowledge, skills, creativity and initiative.  People working in synergy are capable of outstanding results.  When considering ways to build strength and resilience in your team, consider how well your environment reflects these principles;

• Common vision and goals - It is easier for all to support the team direction if they have an understanding of the big picture.
• Clear roles for team members - What is my role in contributing to the vision and goals?
• Positive communication - respectful, and solutions focussed rather than problem focussed.  Discussion will often use the words “How can we…”.
• Sound leadership - Leaders must be credible, trustworthy and sound role models for the team.
• Trust - As well as trust within interpersonal relationships, there is a sense of trust that is built from being able to predict consequences of decisions and actions, whether successful or not.  A fearful workplace is less productive than a solutions focussed workplace.
• Effective systems - systems need to support goal driven practices and behaviours.  Unnecessary beauracracy should be eliminated, and evaluation of outcomes should consider how well the systems support positive outcomes.
• Adequate resources - nothing says more clearly to employees that “This is important”, than the necessary resources to get on with the job. 

One of the less helpful aspects of research and theory on job satisfaction and team building, is that it often assumes that every employee is ready to be part of a star team.  This is true in the vast majority of cases, but…not always!

• Sometimes you are going to have a non-starter on the team.  This will require you to deal with the issues from the perspective of managing poor performance.  However, a small note of caution before you roll up your sleeves.
• Are the elements of an effective team in place (as described above)
• Has the individual had an opportunity to share what they want out of their work role?  (i.e. motivators)
• How well have you resourced, trained and supported the individual?
• Are there temporary circumstances or hardships that you need to take into account?

Managing poor performance, particularly if it is of long-standing, is time intensive.  However, done well, it will improve team productivity and is an investment in the future.  Remember, your whole team is watching and your handling of under-performers will contribute to either a constructive or destructive culture.

Choose wisely!