Workforce Motivation: the (silver) bullet you don't want to dodge.

Motivational psychology is the study of cognitive processes which create mental states that drive us forward. This is the unseen force that powers us through difficult journeys and great hardships. Part of a manager's job is to access that engine to ensure workers do their best.

A manager has many motivational theories that they can choose from to inspire a workforce. Having an awareness of most of them is an advantage; whilst having a working knowledge of at least a few is essential. Here is an overview of the most common theories in practice:

Competence theory is based on the concept that individuals want to engage in employment to showcase their skills. This hinges on the value the individual places on praise, and means the person must engage in challenging tasks linked to psychologically safe feedback loops.

Expectancy theory assumes that workers are selfish by nature, and base behaviours on what they believe leads to the most desirable outcome for them. This environment is created by setting challenging but achievable goals which are duly incentivized with attractive rewards.

Incentive theory suggests reinforcement and recognition generates motivation, and different rewards inspire different behaviours (sustainable v short term). This means certain goals are better paired with different rewards: bonus, development, promotion, salary, time off, etc.

McClelland's need theory tells us that each person is driven by three needs, regardless of age, gender, or culture. Affiliation (1) requires meaningful connections, with the second being a desire to achieve (2), whilst the third is the power (3) to influence a workplace.

I have left Maslow's hierarchy of needs for last, as it is arguably the most common and successful workplace motivation theory. It involves satisfying five levels of workforce need:

• Physical is the lowest level and includes the fundamentals needed for survival. This would involve paying a fair salary so they can obtain what they perceive as necessities.
• Safety is the need for a sense of protection. This spans a range in the workplace from feeling physically safe to also being comfortable in terms of having job security.
• Socialization is the human tendency to 'belong'. In a workplace, meeting outside of a professional setting fosters connections with colleagues (lunches, team-building, etc.).
• Esteem involves status, and using recognition (see Expectancy Theory). This requires a workplace mechanism that recognizes achievements by providing positive feedback.
• Self-actualization is a growth orientated state that is achieved as a result of satisfyingly all of the other four levels (physical, safety, socialization and esteem).

Workplace motivation is certainly not a point-in-time project, it is an aspirational journey. This means, regardless of the theory (or mix thereof) that you choose, it is culturally critical that you keep abreast of progress through focus groups, consultation, climate surveys, etc.

In summary, if you haven't thought about which motivation theory is right for your company then it is time to start. Not only has it been shown to be a golden ticket to increase profit and productivity, but creates a happier workforce far less inclined to look for other employment.