The word ‘motivation’ is often used to describe certain desirable types of behaviour. For example, one employee seeking to maximise performance and progress may be described as ‘highly motivated’ whilst another, less proactive, may be defined as ‘lacking motivation’. The implication is, then, that motivation has a major influence on behaviour.

It’s very hard for most of us to pinpoint what motivates us. However, most writers on the subject agree that motivation is the general term used to describe the factors within each of us that arouse, maintain and channel behaviour towards a goal. A less complicated way of expressing the meaning of motivation, then, is to suggest that it’s goal-directed behaviour.

Understanding motivation
Theories of motivation are abstract and this is because human behaviour is so unpredictable and individual. Inevitably, any theory seeking to rationalise aspects of human behaviour are never definitive, clear-cut or set in concrete. There are always many exceptions to every rule.

However, theories of motivation do exist and they have been developed to explain why we behave as we do and, on the basis of this assessment, predict how we’ll behave in the future.

Approaches to motivational theory
There are two general approaches to motivational theory.

• Content Theories concentrate on evaluating what makes people tick and which factors may work against motivation; and


• Process Theories focus on how people are motivated and the use of goals as motivational tools.

Improving motivationMany managers, including senior managers, still believe that employee motivation can be stimulated by monetary rewards and other work-based perks. To an extent, they’re right: when we’re seeking career progression, the first criteria we apply usually relate to the remuneration package on offer, especially the salary.

However, this aspect of employment soon becomes taken for granted and perks and money become less of a motivating factor if there are other underlying problems with our jobs.

The factors that positively encourage work-place motivation are less easy to identify. For most of us, a professional and unified management team in a ‘good’ environment where our input and performance are rewarded and our individual effort is recognised as an important contribution to overall organisational goals are all important pre-requisites to motivation.

In addition, for motivation to be sustained, we will also require a challenging daily routine. Few of us remain motivated to perform when our roles and duties have remained static for a period of time. New responsibilities and additional duties provide an important motivating factor, as do the opportunities for advancement and rewards commensurate with effort and achievement.

Motivation is something intensely personal and comes from deep within our own psyches. Many of us have never sought to identify those factors in our work life that push us towards attaining job satisfaction. In reality, it’s much easier to identify work-based factors that de-motivate us since these are usually much more obvious and much less abstract. The challenge, therefore, is to create an office environment where all co-workers can find the motivational factors that will encourage the achievement of potential and the derivation of real job satisfaction.