In an article titled, “What Really Motivates Workers” in the January-February 2010 issue of the Harvard Business Review, Amabile & Kramer (2010) invited over 600 managers from dozens of companies to rank the impact on employee motivation and emotions of five workplace factors:
- interpersonal support,
- support for making progress, and
- clear goals
The #1 ranking of the managers was “recognition for good work.”
However, and this surprised me, from their multiyear study in which they tracked the day-to-day activities, emotions, and motivation levels of hundreds of knowledge workers in various settings, Amabile & Kramer (2010) discovered that the #1 motivator for employees is progress.
You read that right folks, the top motivation for workers is making progress.
On days when workers have the sense they’re making headway in their jobs, or when they receive support that helps them overcome obstacles, their emotions are most positive and their drive to succeed is at its peak. (Amabile & Kramer, 2010, p. 44.)
Ironically, progress was the factor ranked dead last by managers as something that motivates employees.
The researchers analyzes nearly 12,000 diary entries, along with the writer’ daily ratings of their motivation and emotions. The analysis indicated that “making progress in one’s work – even incremental progress – is more frequently associated with positive emotions and high motivation than any other workday event” (Amabile & Kramer, 2010, p. 44).
The HBR article offered this advice to managers:
Avoid impeding progress by changing goals unilaterally, being indecisive, or holding up resources (Amabile & Kramer, 2010).
How managers can help facilitate progress (Amabile & Kramer, 2010):
- Clarify overall goals
- Ensure employees’ efforts are properly supported
- Refrain from exerting time pressure so extreme such that minor glitches are seen as crises
- Cultivate a culture of helpfulness
- Roll up your own sleeves and help out
- Celebrate progress, even small ones
Amabile, T.M. & Kramer, S.J. (2010). What really motivates workers. Harvard Business Review, 88(1), 44-45.