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When we think of motivated people, we think of those who take initiative, are enthusiastic, are creative, put in extra time, encourage others to pitch in, overcome obstacles and get things done. But these behaviours are only the outward signs of motivation. Motivation itself cannot be 'Seen'. This becomes evident in how we talk about motivated people. We say things like 'they know what they want' and 'they're driven'. These descriptions get closer as they're referring to an inner state. Motivation is an inner commitment.
In a work environment, motivation is the extent to which an individual is committed to work goals. At its best, it also extends to the individual's commitment to the company as a whole.
Because motivation is an inner state, we cannot tell people to be motivated or do it for them. We can only create the conditions under which someone is likely to make an inner commitment. The art of motivating staff is really the art of providing them with the wins they seek in a manner which secures from them their commitment to the wins the company seeks. But to the above must be added a proviso: you cannot expect others to be motivated if you're not motivated.
Most managers believe that things like pay, security and status are high motivators whereas all the evidence shows that they are not. Get them wrong (i.e. underpay your staff) and low levels of motivation and high levels of staff turnover are likely. But getting them right will not generate high levels of motivation. It merely lessens the potential for dissatisfaction.
Research across numerous industries tells us that staff satisfaction and motivation are greatest where staff feel valued, cared for, are allowed to use their discretion, enjoy a sense of achievement, enjoy the support of their colleagues and the company, have an intrinsic interest in the job, do jobs that offer variety, are given appropriate training, learn from the job and have a fair chance of advancement.
Clearly, getting the pay and conditions right is important but creating an environment in which people are able to thrive is where the real challenge lies.
People in high motivation companies talk about the atmosphere at work being: