OK, I admit it, it’s corny. But a good friend dedicated to developing exceptional management skills (people skills) created an acronym for Frederick Herzberg’s model of motivating team members through job satisfaction. And, I’m proud to say, he’s doing a great job of modeling the skills to accomplish it. Herzberg was one of the most influence names in business management and one of the godfathers of employee motivation. Of course, motivating a team is one of the fundamental jobs of an effective manager, and rather than being handed a management position by default through tenure companies would be better served by recognizing and developing managers who create an environment of trust, personal initiative, and self-motivation.
When coupled with Maslow’s theory of needs hierarchy/motivation, it becomes more than obvious that focusing on needs satisfaction pays huge dividends like lower turnover, less friction, fewer complaints,, personal initiative taking, and trust among the team. Herzberg proposed that factors causing job satisfaction and job dissatisfaction are different, and in no particular order I’ll focus on the factors which create job satisfaction. First among them is “Responsibility”. When a team member (employee/subordinate) is trusted with responsibility some amazing things can happen. First of all, and, most important, a connection of trust is established between them and their manager. Sharing responsibility is a huge step toward a manager seeing themselves not as the Omnipotent Solver Of All Problems, but as one to helps another develop their own problem solving skills. Thus, it becomes very satisfying when an employee understands they have been trusted with responsibility and are needed as a valuable team member.
Next, “Achievement” is an obvious motivator. But think for a minute about the job environment in which you now work or may have worked in the past. Apart from just doing the necessary tasks to complete a job, was there opportunity for tangible achievement? Not to be confused with advancement, achievement is tied to the satisfaction of actually “accomplishing something”, getting that next certification, or qualifying for that next level. A workplace which repeatedly offers opportunities for achievement creates powerful feelings of satisfaction within its team members. People are immensely satisfied after having achieved something worthwhile and are not only drawn to environments that provide opportunities to achieve but become extremely loyal to those that do.
“Advancement” is another powerful factor in creating a sense of job satisfaction. And it doesn’t have to be a significant leap to the top of the heap, just the opportunity to make even a small step up the ladder can provides tremendous satisfaction. Temporarily working in the pit can not only be endured but accepted by an employee who knows for certain there is a continuous path for moving upward. Furthermore, knowing the achievement path is governed by fair processes, those that provide an equitable chance, creates both motivation and satisfaction.
Again, in no order of importance, the next factor in job satisfaction is the work itself. Putting the right people in the right places is another important skill of an effective manager. An employee who can bring “who they are to what they do” is an employee who will not just be satisfied with the work they do, but will go far beyond the basic requirements of the job. They are the team member who will be first to arrive, last to leave, and eagerly look for the next opportunity to do it again. In general, workers want to do a good job, and getting the right people in the right spot can help in creating a great sense of job satisfaction.
The final Big R in “RAAWR” is recognition. As I’ve taught and trained these principles over the years I’ve often been dismayed to hear reactions from managers such as, “Why would I need to put up a billboard trumpeting what someone’s done since it’s what they were hired to do?”. Statements like that reveal both a lack of respect for team members and a lack of understanding of how to effectively motivate them. If you want to create a winning team of mutually trusting, self-sufficient, and loyal employees, first of all, show them you are personally proud of what they’ve attempted or accomplished. Even if they weren’t successful, if they took the personal risk and initiative for sound reasons, give them a word of thanks and encouragement and do it often. Make it a part of who you are. Affirmation and recognition for a job well done are, perhaps, more important than the paycheck itself to many people. Use caution, though, if creating a static recognition system such as “Employee of the Month”, and make certain it doesn’t become a hollow process by rote as it will not just lose its effectiveness but become counterproductive. Job satisfaction can climb off the charts when team members experience responsibility, achievement, advancement, satisfying work, and recognition. Create such an environment and hear them RAAWR!
Originally published in Beaumont Business Journal, Heat And Humanity Column
