Motivation in the workplace has been a subject of interest to CEOs for many, many years. And yet, there doesn't seem to be a single method that everyone agrees on. There are still many workplaces where workers and employees have little motivation for the task.
And it's not lack of communication or interest in the subject that's to blame.
Should we assume that there is no universal method for every situation? Should we consider that every company is different and that it must find the model that suits it best?
Just like human beings, we can consider that we are all different but have many things in common. It all depends on the level of granularity of our analysis and the associated themes.
In fact, I believe that the vast majority of methods and approaches are exciting and often even conclusive.
The difficulty is not really in choosing them but rather in understanding their motivation and knowing at which level of the organization to apply them.
Managers want quick solutions that will produce results within weeks or even days. And this is driving training centers to offer one- or two-day training courses on particular themes.
Here again, we're talking about a consumer service. The manager identifies what he believes to be the cause of the performance shortfall, usually without considering his own personal involvement. He then calls on the HR team, who, based on a biased request, calls on the training structure offering the most extensive "à la carte" catalog.
Under these conditions, considering a medium- or long-term motivation strategy is never questioned. Even less so, differentiated strategies for each department or for each type of activity.
Such an approach is frightening. It seems so complex and beyond the client's expertise that few managers are willing to commit to it.
It ends with a few sessions of non-violent communication, MBTI, and pretty posters in the meeting rooms, communicating the company's values.
The idea behind the Systemic Motivation Model is not to offer a functional approach to stimulation or a specific method for developing motivation.
This model aims to provide you with a better understanding of the areas of influence that contribute to motivation within your company.
This model is an analytical grid grouping together the most effective factors for boosting motivation, positioned according to mobilization objectives and concerning the targeted organizational levels.
This grid will serve as a basis for reflection on implementing a strategy aiming to get employees involved in their work with pleasure and desire.
It's no longer a question of entertaining or manipulating employees. It's about being aware of work's role in employees' lives. They are paid for the time and talent they give to a company, and that company is responsible for bringing that talent to fruition in a business market.
In a society where work is remunerated by the hour, the role of motivation is not to increase the employee's time commitment but rather to increase the level of talent they wish to invest in their work.
To do this, we need to work on the stimulating factors linked to the work context and environment. It's at the level of the entire system that we need to intervene - it's a systemic approach.