What motivates employees in Business Operations and how can you identify them?

1 Intrinsic vs extrinsic motivation

One of the first distinctions to make when understanding employee motivation is between intrinsic and extrinsic motivation. Intrinsic motivation refers to the internal satisfaction and enjoyment that an employee derives from their work, such as learning new skills, overcoming challenges, or fulfilling their purpose. Extrinsic motivation refers to the external rewards and incentives that an employee receives from their work, such as salary, bonuses, recognition, or career advancement. Both types of motivation can be important for employees in business operations, but they may vary in their intensity and impact depending on the individual and the situation. For example, some employees may be more motivated by intrinsic factors, such as autonomy, mastery, or creativity, while others may be more motivated by extrinsic factors, such as status, security, or feedback.

2 The four-drive theory

Another way to look at employee motivation in business operations is through the lens of the four-drive theory, developed by Paul Lawrence and Nitin Nohria. This theory suggests that there are four basic human drives that shape our behavior and emotions at work: the drive to acquire, the drive to bond, the drive to comprehend, and the drive to defend. The drive to acquire is the desire to obtain material and non-material resources, such as money, power, or recognition. The drive to bond is the desire to form positive relationships and social connections with others, such as colleagues, customers, or mentors. The drive to comprehend is the desire to learn, grow, and make sense of the world, such as acquiring new knowledge, skills, or insights. The drive to defend is the desire to protect oneself and one's group from threats, such as competition, conflict, or change. Employees in business operations may have different levels of these drives and different ways of satisfying them. For example, some employees may have a strong drive to acquire and seek opportunities for career progression and financial rewards, while others may have a strong drive to comprehend and seek opportunities for learning and innovation.

3 The six-factor model

A third perspective on employee motivation in business operations is based on the six-factor model, proposed by Kenneth Thomas and Walter Tymon. This model identifies six psychological conditions that affect employee motivation and engagement at work: meaningfulness, choice, competence, progress, impact, and alignment. Meaningfulness is the extent to which an employee feels that their work is worthwhile and contributes to a larger purpose. Choice is the extent to which an employee feels that they have autonomy and control over their work. Competence is the extent to which an employee feels that they have the skills and abilities to perform well. Progress is the extent to which an employee feels that they are making headway and achieving their goals. Impact is the extent to which an employee feels that their work makes a positive difference and influences others. Alignment is the extent to which an employee feels that their work is consistent with their values and interests. Employees in business operations may have different levels of these conditions and different ways of enhancing them. For example, some employees may find more meaningfulness in working on strategic projects that align with the organization's vision, while others may find more choice in working on flexible and agile teams that allow them to experiment and adapt.