Culture That Motivates

Organizational culture begins with the purpose or a reason why the organization exists. This purpose lives or dies every day through the managers. Culture is unique and provides or at least should provide differentiation for both employees and consumers. It sets the tone for a company’s brand image.

Whether leaders believe in the impact of organizational culture or not, it does exist and affects internal employee morale and performance as well as company financial performance. Companies that have vibrant cultures such as Disney, Cinnabon, Virgin Airlines all reap the benefits of performance culture. These businesses have cultures that strengthen the organization every day, and in tough times, most importantly in tough times.

CULTURE MATTERS NO MATTER THE COMPANY SIZE!

Culture starts at the top. Leadership behaviors directly impact company culture, whether they intend for it to or not. Higher-level leaders can implement changes to culture more quickly and on a larger scale than others within an organization. This can have positive or negative consequences. Leaders who are genuinely committed to the success of others and take a positive approach toward people inspire those around them to follow the same path of positive thinking and helping others. Leaders have the responsibility to define purpose and values for an organization whether through creating them at the start of an organization or inheriting them and picking up the mantle to further enhance them.

Employees managed through fear and intimidation tactics are far less motivated, will feel undervalued and disrespected. These emotions directly correlate with minimum performance and productivity. Often, these employees are just trying to stay off the radar of management.

MASLOW’S HIERARCHY OF NEEDS teaches that needs exist in a hierarchy and consist of physiological needs, security needs, belongingness needs, esteem needs, and self-actualization needs. Maslow said that no one could be motivated by a higher level in the pyramid until the lower level of need was met first. From a professional perspective, Physiological Needs are the need for salary and wages that are fair. Security Needs would be seniority. Belongingness Needs relate to needs for friendship and would be seen as social opportunities in the workplace. Esteem Needs include self-respect and self-acceptance; we find these in the workplace through praise and incentives. Self-actualization Needs are the achievement of your full potential through challenging work.

Critical to employee satisfaction, motivation and engagement are several intrinsic and extrinsic factors. Opportunities for financial and career progression are excellent extrinsic motivators that drive employees to perform at high levels. They provide security and esteem through visible achievement in the workplace. Self-motivated employees are often some of the highest performing in any organization. They have passion for their job and strong desire to move up in their careers. Managers that can help foster intrinsic motivation in their employees will act in ways that offer the employee a sense of choice to empower them to make decisions; they will acknowledge competence, growth, and development, which fuels the employee’s passion through a sense of purpose and meaningfulness.

How can your business benefit from a great culture?