Since time immemorial, I can imagine, there has been a need to motivate people into the “right” behavior.
The first crime ever committed was probably soon after the first settlement was settled and somebody stole a goat from their neighbour. This resulted in a verdict of “Thou shalt return the goat to thy neighbour; thine goat shall then be cooked for all”.
Punishment was probably easy to implement. It produced results, was flexible, was (almost) costless and allowed for control of masses within limits of the available technology and philosophy. However, it must have soon been realized that something was needed to prevent the crimes from occuring in the first place. Also, there was something needed to make people do good; not just stop them from doing bad. And this was a gap in the punishment theory.
Bang! Religion was invented. Punishment, already invented was included by default. However, rewards for good behaviour were also included. This allowed people not only to encourage good behaviour, but also define the parameters of that good behaviour. Means were very limited though; the rewards could not be distributed freely. The solution was to provide these rewards in the afterlife (or next life). This meant no accountability and no feedback. The required faith also ensured that any gaps in the theory could not be questioned. A brilliant solution to the motivation problem!
Fast forward to the corporate environment. The situation does seem to be similar here. Punishment is easier to implement, easier to execute and requires a lower level of imagination and ability from the managers in-charge. Loss of employment has always been a credible threat (and remains so today despite the changes in the competitive and HR landscape).
But, how does one motivate good behavior? This is pretty much a requirement for any organization, not only to thrive, but just to survive in today’s world. Tools similar to religion were used; lifelong employment, retirement benefits, etc. This provided the returns on a perennial basis and enabled ‘faith’ and trust in the organization as well as employee. As the landscape became more competitive, organizations decided they could not afford the largesse. Individuals also found it more lucrative to sell oneself to the highest bidder in the market. The lifetime contract was buried once and for all.
So, the conundrum becomes quite accute for the managers of today. Motivation has become a very complicated field. Gone are the days when motivation was limited to monetary gains and job security. Employees as well as organizations concentrate on non-monetary methods. Also, the expectation of the employees are keeping up with general social trends (they are the same people, are they not!) and demanding instant gratification – and that is if they are not demanding things as incentives before they perform. Today, the concept of an annual bonus may not make sense due to this. Even the annual appraisal is being shelved in some brave organizations in favor of a more continuous process.
What is one to do? In order to succeed themselves, managers (ably led/supported by HR departments), need to break the mold and do things that were unthinkable a few years ago. We need to make the benefits more short term, more flexible (based on the need of the individual). We need to make them more realistic and of real use to our staff. Only then will they give 110% (defined as more that we demand). These are active thoughts in new gen companies such as Google, but for the vast majority of the corporate landscape, the answer continues to be “this will not work for us?”.
Then, the question is what will? Until we redefine the “Carrot” and continue to adjust to the needs to today, we will not be able to get the newer generations to continue working for us. It will take us, the 9-to-whatevers, to open up our imaginations, our biases, our assumptions to really make the worker of today feel Welcome!