Enterprise engagement has been a frequently-addressed topic in this blog, and a recent post shared some of our Partners in Improvement group’s thoughts on an important element of an engagement strategy — rewards and recognition.
In that post, several points were made about being careful with the use of extrinsic, or monetary rewards as motivators.
To add some additional perspective, the Enterprise Engagement Alliance shared information from a past New York Times column “The Secret of Effective Motivation,” in which authors Amy Wrzesniewski, Associate Professor of Organizational Behavior at the Yale School of Management, and Barry Schwartz, Professor of Psychology at Swarthmore College, suggest that the most effective type of motivation in terms of actual long-term results is action based on an internal motive — that is, “the pleasure derived from the activity and results themselves rather than from an instrumental motive such as the desire for fame or money.”
“Helping people focus on the meaning and impact of their work, rather than on, say, the financial returns it will bring, may be the best way to improve not only the quality of their work but also… their financial success,” the article states.
This viewpoint is well-aligned with our “Engagement Around the Work” approach, which involves specific steps for achieving a
culture of engagement that is linked with team productivity, performance, and job satisfaction.
This approach incorporates a clear objective of engaging people around the one thing they all have in common—and the one thing that can bring about increased profitability and a sustainable competitive edge—the work.
As Bill Conway often said, “It’s all about the work!”
Read “Engagement Around the Work” white paper.