Motivation Is Response
Motivation is response
Motivation ± the internalised drive towards the dominant thought of the moment. You cannot motivate anyone ± you can only create a situation to which individuals will respond because they choose to. The ingredients of motivation are within each. When we are awake the motor is running and our motivation for action is responsive to three signals ± neutral, forward or reverse. With stimulus, both internal and external, everything is believed to be possible. But what is happening in the workplace?
Staff selection
As one chief executive said: “Beyond the critical factors I look particularly for motivation when I select ± other qualities are important but none more so. This is what I want to buy ' '. The applicant who wants the job knows this and at interview demonstrates keenness and enthusiasm and asks good questions (this is selling what the customer wants). Let us assume that both parties are sincere. An offer is made and accepted. The appointee brings motivation to the position and continues to show this during the first days, but the motor is now hovering over neutral. There are two possible scenarios:
(1) This is the more common scenario. At the selection interview the qualities and experience of the applicant have been explored in depth, and perhaps tested, but the interviewer has not explained what the organisation really does and how it functions, or described clearly what the appointee can expect to be doing and the culture and values which influence the activities. Perhaps what follows on the job is not what the appointee expected or is prepared for and, unless this changes for the better, the “situations vacant ' ' pages may soon be revisited. Meanwhile, routines will be followed but initiative is blunted.
(2) Here, the selection interview was a two-way discussion, views and ideas were exchanged and there was frank disclosure of relevant information. This and the introductory process stimulated motivation and the workplace
Motivation ± the internalised drive towards the dominant thought of the moment. You cannot motivate anyone ± you can only create a situation to which individuals will respond because they choose to. The ingredients of motivation are within each. When we are awake the motor is running and our motivation for action is responsive to three signals ± neutral, forward or reverse. With stimulus, both internal and external, everything is believed to be possible. But what is happening in the workplace?
Staff selection
As one chief executive said: “Beyond the critical factors I look particularly for motivation when I select ± other qualities are important but none more so. This is what I want to buy ' '. The applicant who wants the job knows this and at interview demonstrates keenness and enthusiasm and asks good questions (this is selling what the customer wants). Let us assume that both parties are sincere. An offer is made and accepted. The appointee brings motivation to the position and continues to show this during the first days, but the motor is now hovering over neutral. There are two possible scenarios:
(1) This is the more common scenario. At the selection interview the qualities and experience of the applicant have been explored in depth, and perhaps tested, but the interviewer has not explained what the organisation really does and how it functions, or described clearly what the appointee can expect to be doing and the culture and values which influence the activities. Perhaps what follows on the job is not what the appointee expected or is prepared for and, unless this changes for the better, the “situations vacant ' ' pages may soon be revisited. Meanwhile, routines will be followed but initiative is blunted.
(2) Here, the selection interview was a two-way discussion, views and ideas were exchanged and there was frank disclosure of relevant information. This and the introductory process stimulated motivation and the workplace
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