Summary – Behavior – motivation
The ABC of work motivation
1. Why motivate according to self-determination theory?
1) Without motivation there is no behavior
The word “motivation” comes from the Latin “movere” (to move)
Motivation is the energy:
- That makes you choose this task or another;
- That sets you in motion;
- That makes you persevere, even when the going gets though.
Without motivation there is no movement.
Motivation drives your behavior and gets you moving. Without
motivation there is no behavior.
Self-Determination Theory (SDT) is a recent theory, founded in
1970s. This book is based on this theory.
2) SDT is one of the most influential motivation
theories
SDT is very valuable for several reasons, especially in the
workplace.
1) SDT has become one of the most prominent, well-established
and innovative theories of motivation. The theory originates from
the 1970s when one of its “founding fathers,” Edward Deci,
conducted experiments on the impact of rewards on intrinsic
motivation.
2) SDT is a universal theory. The same motivation principles are
thus not only valid in the workplace, but also at home, in the
gym and in the classroom.
3) SDT is a broad theory. It says something about why we do what
we do and where we get our energy from. It also indicates for
whom the theory works and how we can strengthen high-quality
motivation.
Research indicates that investing in SDT reduces the risk of burnout
within the organization and helps employees to be more productive
and innovative. It also ensures that employees feel more involved
with their organization, perform better and are less absent.
Research shows that every dollar invested in improving employee
,Summary – Behavior – motivation
motivation according to the principles of SDT, pays back more than
threefold within 12 months.
SDT also deflates some classic myths surrounding motivation, such
as:
A) Some employees cannot be motivated
SDT start from the positive view that everyone is motivated. Of
course, not everyone is equally motivated. The right approach is
needed: it is important to create the right environment in which
your employees can and want to give the best of themselves.
The advantage of using the SDT approach us that you do not
constantly have to monitor and control others. Within the right
circumstances employees will be motivate themselves.
B) Intrinsic motivation is best
SDT makes it clear that when you make these tasks meaningful and
important, people can be motivated to perform them just as well as
if you had found them fun or enjoyable from the outset, even when
they are not intrinsically motivated to engage in them.
C) The more motivation, the better
SDT argues that “more” motivation is not always “better” and helps
to encourage the right types of motivation. When employees have
high-quality motivation., the feel good at work and give their best.
D) Motivating your employees is hard and complex
SDT argues that employees are optimally motivated and have lots
of energy when the experience (A) autonomy, (B) belongingness,
(C) competence at work. SDT helps you create the necessary
circumstances in which employees not only have any type of
motivation but especially “optimal” or high-quality motivation.
PART 1: The Principles Of Self-Determination Theory
1. The metatheory of SDT: what you think is what you get
1) Theory X and Y: a different view of people
Theory X: a pessimistic view of employees
, Summary – Behavior – motivation
Managers with a Theory X perspective assume that their employees do not
want to devote time and energy to they work and only act when they really
have to. From that point of view, employees can hardly be trusted and are
not committed to the organization. From this perspective, giving financial
rewards for good work or threatening to quit when things don’t go well, are
good ways to motivate employees.
Theory Y: an optimistic view of employees
Managers working from a theory Y perspective assume that employees are
not passive and do not just let their actions be determined by others. Their
employees are proactive and shape their environment themselves.
Collaborating is based on trust. More than that: it is encouraged to give
employees space to be able to give the best of themselves.
2) Your way of thinking has important implications for
how you motivate employees
From the Theory X, those who do a good job receive praise, a bonus or are
left alone (not controlled). In other words, people who have a negative view
of people motivate others (and themselves) using the stick, or in the best
case, the carrot approach.
From the Theory Y, you will motivate your coworkers and employees in a
very different way. As manager it is up to you to create the conditions in
which employees can immerse themselves fully in their work, tasks,
deadlines and projects.
3) You get what you think
It becomes clear that working from either theory X or Y leads to different
results.
From the Theory X; Suppose they would take initiative in a direction you
don’t want, then they would have invested all that energy without being
rewarded for it. Or worse: they are punished because they have wasted their
time or are seen as troublemakers who always want to do the opposite to
what they are told.
From the Theory Y; If you think employees are active and growth-oriented,
you encourage them to do their best, come up with new ideas and take
action. Employees who are given such opportunities are often capable of
great things.
The ABC of work motivation
1. Why motivate according to self-determination theory?
1) Without motivation there is no behavior
The word “motivation” comes from the Latin “movere” (to move)
Motivation is the energy:
- That makes you choose this task or another;
- That sets you in motion;
- That makes you persevere, even when the going gets though.
Without motivation there is no movement.
Motivation drives your behavior and gets you moving. Without
motivation there is no behavior.
Self-Determination Theory (SDT) is a recent theory, founded in
1970s. This book is based on this theory.
2) SDT is one of the most influential motivation
theories
SDT is very valuable for several reasons, especially in the
workplace.
1) SDT has become one of the most prominent, well-established
and innovative theories of motivation. The theory originates from
the 1970s when one of its “founding fathers,” Edward Deci,
conducted experiments on the impact of rewards on intrinsic
motivation.
2) SDT is a universal theory. The same motivation principles are
thus not only valid in the workplace, but also at home, in the
gym and in the classroom.
3) SDT is a broad theory. It says something about why we do what
we do and where we get our energy from. It also indicates for
whom the theory works and how we can strengthen high-quality
motivation.
Research indicates that investing in SDT reduces the risk of burnout
within the organization and helps employees to be more productive
and innovative. It also ensures that employees feel more involved
with their organization, perform better and are less absent.
Research shows that every dollar invested in improving employee
,Summary – Behavior – motivation
motivation according to the principles of SDT, pays back more than
threefold within 12 months.
SDT also deflates some classic myths surrounding motivation, such
as:
A) Some employees cannot be motivated
SDT start from the positive view that everyone is motivated. Of
course, not everyone is equally motivated. The right approach is
needed: it is important to create the right environment in which
your employees can and want to give the best of themselves.
The advantage of using the SDT approach us that you do not
constantly have to monitor and control others. Within the right
circumstances employees will be motivate themselves.
B) Intrinsic motivation is best
SDT makes it clear that when you make these tasks meaningful and
important, people can be motivated to perform them just as well as
if you had found them fun or enjoyable from the outset, even when
they are not intrinsically motivated to engage in them.
C) The more motivation, the better
SDT argues that “more” motivation is not always “better” and helps
to encourage the right types of motivation. When employees have
high-quality motivation., the feel good at work and give their best.
D) Motivating your employees is hard and complex
SDT argues that employees are optimally motivated and have lots
of energy when the experience (A) autonomy, (B) belongingness,
(C) competence at work. SDT helps you create the necessary
circumstances in which employees not only have any type of
motivation but especially “optimal” or high-quality motivation.
PART 1: The Principles Of Self-Determination Theory
1. The metatheory of SDT: what you think is what you get
1) Theory X and Y: a different view of people
Theory X: a pessimistic view of employees
, Summary – Behavior – motivation
Managers with a Theory X perspective assume that their employees do not
want to devote time and energy to they work and only act when they really
have to. From that point of view, employees can hardly be trusted and are
not committed to the organization. From this perspective, giving financial
rewards for good work or threatening to quit when things don’t go well, are
good ways to motivate employees.
Theory Y: an optimistic view of employees
Managers working from a theory Y perspective assume that employees are
not passive and do not just let their actions be determined by others. Their
employees are proactive and shape their environment themselves.
Collaborating is based on trust. More than that: it is encouraged to give
employees space to be able to give the best of themselves.
2) Your way of thinking has important implications for
how you motivate employees
From the Theory X, those who do a good job receive praise, a bonus or are
left alone (not controlled). In other words, people who have a negative view
of people motivate others (and themselves) using the stick, or in the best
case, the carrot approach.
From the Theory Y, you will motivate your coworkers and employees in a
very different way. As manager it is up to you to create the conditions in
which employees can immerse themselves fully in their work, tasks,
deadlines and projects.
3) You get what you think
It becomes clear that working from either theory X or Y leads to different
results.
From the Theory X; Suppose they would take initiative in a direction you
don’t want, then they would have invested all that energy without being
rewarded for it. Or worse: they are punished because they have wasted their
time or are seen as troublemakers who always want to do the opposite to
what they are told.
From the Theory Y; If you think employees are active and growth-oriented,
you encourage them to do their best, come up with new ideas and take
action. Employees who are given such opportunities are often capable of
great things.
