Accentuate the Positive & Eliminate the Negative
The impact of motivation on workforce performance
By Richard E. Clark

What would it be worth to your organization if 40 percent of your employees enthusiastically worked the equivalent of one extra day each week for no extra pay? Though this may sound unattainable, this level of increased performance can be achieved by eliminating unnecessary “demotivators” and replacing them with positive motivational support.

Why? Because many of the gaps between current and desired performance levels are caused by a lack of motivation rather than a lack of knowledge or skills. By achieving a more motivated workforce, your organization will work harder and exhibit more commitment to the goals of the business.

Common “Demotivators”
Most researchers agree that there are five work environment elements that are the main destroyers of motivation. These consist of:

1. Vague and constantly changing performance goals: In the absence of clear business and performance goals, most people assume that anything goes. Employees will tend to substitute their own goals, which may not support the organization’s bottom line.
   
2. Dishonesty, hypocrisy, and unfairness: Perceptions of organizational dishonesty and unfairness are often viewed as an invitation to respond in a similar manner. Even the most mature people will not work as hard when they experience dishonest or unfair behavior.
   
3. Unnecessary rules and work barriers: Organizations with too many rules become bureaucratic, leading to situations where violating some rule becomes unavoidable. These catch-22’s lead to intense frustration, anger, and cynicism.
   
4. Constant competition with everyone: Constant, intense rivalries can support a destructive level of internal competition, focusing attention and energy away from business goals.
   
5. Negative, critical, biased, and prejudicial feedback: When feedback emphasizes the performer’s negative qualities, performance deteriorates.

Increasing Motivation
Research also shows that there are four factors that have a major influence on fostering motivation.

1. Self-confidence in work skills: People’s belief about whether they have the skills required to succeed is perhaps the most important factor in their commitment to work tasks and the quality and quantity of mental effort people invest in their work.
   
2. Removal of organizational barriers to goal achievement: Many common organizational barriers such as inconsistent policies, faulty or non-existent work processes, or a lack of tools or materials, are relatively easy to remove. Other perceived barriers, such as bias or prejudice, are more subtle and difficult to handle. But fostering a climate of honesty, fairness, and trust will help convince people that the system is fair and that the perceived barriers will be removed or neutralized.
   
3. A positive emotional environment: Naturally, organizations will benefit from helping people maintain the level of positive emotion that supports their maximum commitment. The effort invested in creating a positive, enjoyable work climate can pay off in increased work commitment for many people by reducing negativity about work.
   
4. Linking personal values to organizational performance goals: People value what they believe helps them. By linking personal values to performance goals, it is possible to greatly increase motivation. Values can include both tangible incentives, such as financial rewards, and intangible incentives, such as focusing on personal interests or skill challenges.

Most of the recommendations mentioned above cost very little money. Even a tangible incentive program can be very cost-effective when used properly. Whatever recommendations you implement, you will likely find that motivation is an area where tangible benefits accrue.

Excerpted from Turning Research Into Results: A guide to selecting the right performance solutions (2002, CEP Press).

Richard E. Clark is a professor of Educational Psychology and Technology at the University of Southern California. He also serves as president of Atlantic Training, Inc., an international consulting company. He has written more than 150 published books, book chapters, articles, and monographs. In 2002, he earned the International Society for Performance Improvement’s (ISPI’s) prestigious Thomas F. Gilbert Distinguished Professional Achievement Award. In 2003, Turning Research Into Results earned the ISPI award for Outstanding Instructional Communication.